Annual report
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Page 1 of 1 Macquarie Technology Group Limited Appendix 4E Preliminary final report For the year ended 30 June 2026 (Previous corresponding period: to 30 June 2025) Results for announcement to the market 2026 $’000 2025 $’000 Change $’000 Change % Revenue from ordinary activities 389,980 369,649 20,331 5.5% Profit from ordinary activities after tax attributable to members 32,119 34,855 (2,736) (7.8%) Profit after income tax attributable to members 32,119 34,855 (2,736) (7.8%) Dividends (distributions) Amount per security Franked amount per security Final dividend Nil Nil Interim dividend Nil Nil Record date for determining entitlements to the dividend: Not applicable Payment date: Not applicable Dividend reinvestment plans: Not applicable Net tangible assets 2026 2025 Net tangible asset backing per ordinary security ($) 23.35 18.23 ¹ Net tangible assets include the net impact of the right of use assets and the corresponding lease liabilities accounted for under the requirements of AASB 16 Leases. Details of entities where control has been gained or lost during the year Macquarie Technology Group Limited (“the Group”) did not gain or lose control over any entities during the year. Details of Associates and Joint Ventures The Group does not have any interests in associates or joint ventures. Information about the audit This final report is based on the attached Financial Report which has been audited by the Group’s auditors, PricewaterhouseCoopers (PwC). A copy of PwC’s unqualified report is included as part of the Financial Statements. Additional information Additional information supporting the Appendix 4E disclosure requirements can be found in the Annual Report which contains the Directors’ Report and the Financial Statements and accompanying notes for the year ended 30 June 2026.
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Macquarie Technology Group Limited ACN 056 712 228 Annual Report for the year ended 30 June 2026
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 The directors present their report on the Group consisting of Macquarie Technology Group Limited and the entities it controlled (the “Group”) during the year ended 30 June 2026. Directors The names and details of the directors of Macquarie Technology Group Limited (“Macquarie Technology” or the “Company”) in office during the financial year and until the date of this report are as follows. Directors were in office for this entire period unless otherwise stated. Names, qualifications, experience and special responsibilities Lisa Brock (Chair & Non-Executive Director) Lisa joined the Board on 31 January 2023 and became Chair of both the Board and the People, Remuneration and Culture Committee on 1 April 2026. Lisa brings experience to the Company from the technology, infrastructure, transportation and aviation sectors. She has held several global leadership executive roles at the Qantas Group and is currently a non-executive director of Adelaide Airport and a member of the Advisory Board of Morse Micro. Prior roles include Non-Executive Director at Wisetech Global. She holds an Honours Degree majoring in Mathematics from the University of Birmingham, UK and a Master of Applied Finance from Macquarie University. She is a Graduate of the Australian Institute of Company Directors and a Member of the Institute of Chartered Accountants in England and Wales. David Tudehope (Chief Executive) David is Chief Executive and co-founder of Macquarie Technology Group and has been a director since 16 July 1992. He is responsible for overseeing the general management and strategic direction of the Group and is actively involved in the Group’s participation in regulatory issues. He is a member of the Australian School of Business Advisory Council at the University of NSW and was a member of the Australian Government’s B20 Leadership Group. David holds a Bachelor of Commerce degree from the University of NSW. In 2018, David was named Australian Communications Ambassador at the 12th Annual ACOMM Awards. In 2020, David was named CEO of the Year at the World Communications Awards in London. In 2023, David and Aidan were jointly awarded Australia’s most prestigious award in the ICT industry the “Pearcey Medal” for a lifetime of achievement and contribution to the development and growth of the ICT industry. Aidan Tudehope (Managing Director, Hosting) Aidan is co-founder of Macquarie Technology Group and has been a director since 16 July 1992. He is the Managing Director of the Hosting Group (Cloud Services & Government and Data Centres) with a focus on business growth, operational efficiency, cyber security and customer satisfaction. He leads the Government business unit, encompassing Macquarie’s Secure Government Cloud and Cyber Security offerings. As the former Chief Operating Officer for Macquarie Technology Group, Aidan played an integral part in the strategy and direction of the Hosting business since its first state-of-the-art data centre, Intellicentre 1 opened in 2001, as well as being instrumental in the development of Macquarie Technology’s data networking strategy. He holds a Bachelor of Commerce degree. In 2023, Aidan and David were jointly awarded Australia’s most prestigious award in the ICT industry the “Pearcey Medal” for a lifetime of achievement and contribution to the development and growth of the ICT industry. David Buckingham (Non-Executive Director) David joined the Board on 24 September 2025. David was appointed as the Chair of the Audit and Risk Management Committee on 1 April 2026. David brings more than 30 years’ experience to the company as a corporate leader in telecommunications, media and technology. He is currently a Chair and Non- Executive Director of a portfolio of small listed and private technology companies including Pentanet, Hiremi, Way2VAT and Hyprfire. He is also a Non-Executive Director of Football West and was recently appointed to the Audit, Risk and Compliance Committee at Curtin University. David holds a Bachelor of Technology (Hons) in Engineering Science from the Loughborough University of Technology in the UK, He is a Member of the Institute of Chartered Accountants in England and Wales and a Graduate of the Australian Institute of Company Directors.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 2 Kate Vidgen (Non-Executive Director) Kate has joined the Board on 2 March 2026. Kate brings more than 28 years’ experience to the company as a senior finance executive and non-executive director with a demonstrated history of working across a range of sectors, particularly energy, mining and infrastructure. In addition to 26 years in executive roles at Macquarie Group, Kate has also had more than a decade of experience across the spectrum of board roles – private and institutional equity, large listed, government and not-for-profits. This includes prior roles as a Non-Executive Director at Aurizon Holdings Ltd, the Chair of Quadrant Energy Pty Limited, a member of the Clean Energy Regulator and a National Board Member of Chief Executive Women. Kate currently sits on the Board of Santos Limited and Bond University and is an Operating Partner and Investment Committee member for Macquarie Asset Management with a focus on development and growth companies in the energy transition sector. Peter James retired as a Director of the Company on 31 March 2026 after serving on the board since 2 April 2012. Adelle Howse retired as a Director of the Company on 21 November 2025 after serving on the board since 29 August 2019. Directors’ Interest of the Company The interests of the directors in the shares of the Group and related bodies corporate are disclosed in the Remuneration Report. There has been no change to director interests between year-end 30 June 2026 and the date of this report. Remuneration report The Remuneration Report is set out on pages 11 to 26 and forms part of the Directors’ Report. Directors’ meetings The number of meetings of directors, including meetings of committees of directors, held during the year and the number of meetings attended by each director was as follows:
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 3 Directors’ meetings (continued) Name and Position Directors' Meetings Board Committee Meetings Audit and Risk Management People, Remuneration and Culture Number of meetings held: 22 7 9 Number of meetings attended: Peter James1 – Chairman 18 4 7 Lisa Brock – Chair 22 7 9 David Tudehope – Chief Executive 22 N/A N/A Aidan Tudehope - Managing Director 22 N/A N/A Adelle Howse2 - Non-Executive Director 8 2 5 David Buckingham3 – Non-Executive Director 17 5 6 Kate Vidgen4 – Non-Executive Director 5 3 2 1 Retired 1 April 2026. During the period whilst serving as a Director of the Company, Peter James attended 18 of 18 Directors meetings held, 4 of 4 Audit & Risk Management Committee meetings held and 7 of 7 People, Remuneration and Culture meetings held. 2 Retired 21 November 2025. During the period whilst serving as a Director of the Company, Adelle Howse attended 8 of 9 Directors meetings held, 2 of 2 Audit & Risk Management Committee meetings held and 5 of 6 People, Remuneration and Culture meetings held. 3 Appointed on 24 September 2025. During the period whilst serving as a Director of the Company, David Buckingham attended 17 of 17 Directors meetings held, 5 of 5 Audit & Risk Management Committee meetings held and 6 of 6 People, Remuneration and Culture meetings held. 4 Appointed on 2 March 2026. During the period whilst serving as a Director of the Company, Kate Vidgen attended 5 of 5 Directors meetings held, 3 of 3 Audit & Risk Management Committee meetings held and 2 of 2 People, Remuneration and Culture meetings held. As at the date of this report, the Group had an Audit and Risk Management Committee and a People, Remuneration and Culture Committee. The members of the Audit and Risk Management Committee are David Buckingham (Chair of the Committee), Lisa Brock and Kate Vidgen. The members of the People, Remuneration and Culture Committee are Lisa Brock (Chair of the Committee), David Buckingham and Kate Vidgen. Company Secretary Michael Gold (Executive General Manager - Data Centre Investments and Company Secretary) Michael Gold was appointed as Company Secretary on 5 September 2025. He was also the General Counsel for the Group and has been with the Group since 2018. He is currently the Executive General Manager - Data Centre Investments and holds a Bachelor of Commerce and Bachelor of Laws degree (BCom/LLB), a Graduate Diploma of Applied Corporate Governance and is a Fellow of the Governance Institute of Australia. Nicole Gardner (General Counsel and Company Secretary) Nicole Gardner was appointed as an additional Company Secretary on 1 July 2026. Nicole is the General Counsel for the Group and has been with the Group since early 2026. Nicole is an experienced corporate lawyer and governance professional with extensive experience assisting organisations in commercial law, corporate governance, disputes and advisory matters.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 4 Independent professional advice Directors and Board committees have the right, in connection with their duties and responsibilities, to seek independent professional advice at the Group’s expense. Prior written approval of the Chair is required, but this will not be unreasonably withheld. Principal activities The principal activities of the Group were the provision of telecommunication, cloud computing, cybersecurity and data centre services to corporate and government customers within Australia.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 5 Review and results of operations During the 2026 financial year the Group delivered EBITDA of $115.9 million, up from $113.6 million in the prior year. In July 2026, the Group exercised a call option to purchase a parcel of land for a new data centre campus in Sydney. The purchase of ~34,200 square metres of land completed on 6 August 2026 for $240 million, before associated costs, which was funded through existing cash reserves and the Group’s corporate debt facility. The Group intends to construct an engineering and technology campus co- located within a ~200MW data centre campus in Macquarie Park. The Group’s designs are subject to obtaining planning and other approvals, and will be refined based on customer requirements, power approvals, construction staging and funding. It is intended that the proposed facility will be designed to incorporate advanced air-cooling technology with limited water usage. The new campus will support research, technology and learning opportunities in conjunction with Macquarie University. The Group intends to continue its successful campus-style approach with initial construction estimated to be completed in late calendar year 2029, subject to planning and other approvals. The campus will build on the Group’s recently announced partnership with Macquarie University and will provide practical, hands-on opportunities for students and researchers to utilise latest data centre, cyber security, AI, and cloud technologies at the new Macquarie Park campus, creating pathways for students and academics to have direct experience in technology and engineering in collaboration with industry. Construction of IC3 SuperWest core and shell remains on time and on budget with expected completion in September 2026. To expedite capacity delivery at IC3 SuperWest beyond the initial 6MW, the Group obtained an additional $50 million to its debt facility in February 2026 to increase the total limit of that debt facility to $500 million. The funds will facilitate the acquisition of long lead-time equipment, supporting a planned capacity of 19MW out of 47MW. Macquarie Data Centres is a proven platform for developing and operating data centres in Australia. We continue to invest in both its development and operations to create a continuous pipeline of sought-after capacity. In March 2026, the Group secured a $200 million hybrid investment from National Reconstruction Fund Corporation (‘NRFC’), a sovereign investor established by the Australian Government to support nationally significant technological innovation, digital infrastructure, defence and national security. The NRFC investment will take place via a delayed-draw facility for the issue of $200 million of perpetual, callable, subordinated, unsecured and non-convertible securities issued in two series each of $100 million. The first series was drawn down on 1 June 2026. The second is available to be drawn down on from the issue date of the first series, up to and including 1 March 2027. The Group generated revenue and other revenue of $390.0 million for the year ended 30 June 2026 (“FY26”), compared to revenue and other revenue of $369.6 million (5.5%) in the prior year. The Group generated a net profit after tax of $32.1 million for the year ended 30 June 2026, compared to a net profit after tax of $34.9 million in the prior year. Earnings before interest, tax, depreciation and amortisation (“EBITDA”) for the full year was $115.9 million, representing an increase of $2.3 million (2.0%) compared to the prior year. EBITDA margin for the full year was 29.7%, representing a decrease of 1.0% compared to the prior year EBITDA margin of 30.7%. Receipts from customers less payments to suppliers and employees were $125.6 million, when compared to EBITDA of $115.9 million this represents a cash flow conversion of 108%. The Group paid income tax of $31.9 million during the period, compared to $25.5 million income tax paid in the prior year. After the inclusion of income tax paid and interest received, the Group had total net cash flows from operating activities of $94.6 million. The Group has generated operating cash flows of $94.6 million and held cash and cash equivalents of $4.9 million with $3.5 million drawn from its $500m secured debt facility. The Group employed 475 employees at 30 June 2026 (2025: 449). The following tables summarise the consolidated revenue and other revenue and EBITDA performance of the Group’s operating segments compared to the prior year.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 6 Consolidated revenue and other revenue (A$ million) Full Year Full Year 2026 2025 Cloud Services & Government 235.6 211.9 Data Centres 87.0 79.9 Telecom 105.2 112.6 Intersegment elimination (37.8) (34.8) Consolidated revenue and other revenue 390.0 369.6 EBITDA (A$ million) Full Year Full Year 2026 2025 Cloud Services & Government 55.9 53.0 Data Centres 40.0 36.6 Telecom 20.0 24.0 Total EBITDA 115.9 113.6 Reconciliation of EBITDA to profit before income tax (A$ million) Full Year Full Year 2026 2025 Total EBITDA 115.9 113.6 Depreciation and amortisation (57.7) (56.2) Finance income 0.7 5.0 Finance costs (11.7) (11.7) Profit before income tax 47.2 50.7 Earnings per share 2026 2025 Cents Cents Earnings per share for profit attributable to the ordinary equity holders of the Group: Basic earnings per share 124.6 135.2 Diluted earnings per share 124.5 134.4
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 7 Dividends No interim dividend for FY26 was declared and no final dividend for FY26 has been declared as a result of the Group continuing its phase of significant capital-intensive growth. Material Business Risks The following paragraphs summarise the Group’s material business risks. These are mitigated and monitored in accordance with the Group’s Risk Management Framework. Reliance on technology and systems The Group uses software and systems to manage the business including the provision of customer orders, managing infrastructure, invoicing customers and providing reporting and other business functions. If existing technology and/or systems are disrupted from new technologies such as Artificial Intelligence (“AI”), then business functions could be impacted while business continuity plans are activated. Cyber Security Incidents Cyber-attacks and unauthorised access to the Group’s information technology environment (including those of third parties) could lead to operational disruption or theft of data, including commercially sensitive information. This could have a material adverse effect on the Group’s business, reputation, operational performance, and financial results. Breaches of Data Privacy Rules and Regulations The Group’s business involves electronic storage of information, including confidential and proprietary data of the Government and business customers. The Group collects minimal amounts of personal information of individuals, associated with account management, marketing, employee and candidate information and details for facility access. Information is managed in compliance with applicable data privacy rules and regulations and information security practices based on ISO 27001 controls. Despite this, a failure to keep data secure could result in a loss of confidence in the security of the Group’s digital infrastructure. The occurrence of a security incident, or the perception that one has occurred, could also attract significant media attention, damage the Group’s reputation, disrupt normal business operations, and require the Group to investigate or correct the breach, compensate affected parties and prevent future security incidents. Regulatory and legislative changes Some aspects of the Group’s business are highly regulated such as the provision of telecommunications services and the storage and processing of data. Similarly, data centres are subject to an evolving regulatory and policy environment at both the Commonwealth and State levels. As these regulatory and policy regimes evolve, opportunities and threats for the business are created and the maintenance and achievement of certifications may come at a greater cost or no longer be economic to maintain. Product mix and sales The Group provides services to customers via Macquarie Cloud Services & Government, Macquarie Data Centres and Macquarie Telecom. Each of these operating segments have their own unique products and go-to-market strategies. Customer requirements change over time, and the Group must ensure that its products provide the right solutions for customers at an appropriate price to ensure ongoing sales and customer retention. Management of the Group’s supply chain The Group provides products and services that involve bringing together hardware, software, services, equipment and infrastructure provided by the Group’s supply chain (Inputs). Inputs may change in price, become obsolete, become unavailable when required, become uneconomic or be replaced by alternatives. As a result, the Group’s financial and operational performance may vary from period to period and may fluctuate in the future. Reliance on key personnel The Group’s performance is substantially dependent on the performance and expertise of its team. In particular, the Group is dependent on its Executive Team and other senior employees. The loss of key management personnel, or any delay in their replacement, may adversely affect the Group’s financial performance and operations.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 8 Capital and funding arrangements From time to time the Group may raise funds through issues of capital and debt to meet its business objectives in the future. There can be no assurance that such objectives can be met without financing or, if further financing is necessary, that financing can be obtained on favourable terms, or at all. Strategic risk Acquiring property and resources to grow the Group’s data centre portfolio is a key component of the Group’s overall strategy. Availability of suitable properties for new data centres is dependent upon market conditions, government policy and the relevant planning permissions needed for a data centre. The ability of the Group to acquire suitable sites, with access to power and water resources for data centre infrastructure is a material risk to the growth strategy. Project Risks Macquarie Data Centres is an owner, operator and developer of data centres in Australia. The development phase of projects involves the acquisition of sites, obtaining authority consents, securing utilities (such as power and water), design and construction activities and customer acquisition. Development projects involve assuming and carefully managing risks in order to create additional value for the Group. Regulatory approvals can be delayed, not be obtained or be obtained with adverse conditions as a result of social and community concerns. Construction and fit-out costs can escalate, eroding project returns. Projects may experience unforeseen delays, supply chain issues, impacts to installation and commissioning programs, or become uneconomic as commercial assumptions differ from those modelled. Projects rely on contractors who may not perform in accordance with their contractual obligations. Changes to supply and demand economics can influence project returns, the timing and value of sales and carrying value of projects. General economic and financial market conditions The Group is listed on the ASX and is subject to the general market risk that is inherent in all securities traded on a stock exchange. As a result, the Group may experience fluctuations in its share price that cannot be explained by the Group’s fundamental operations and activities. Deterioration of general economic conditions may also affect the Group’s business operations and the consequent returns from an investment in shares. Some of the factors which may adversely impact the Group are: general market conditions, including investor sentiment and share price volatility; general economic conditions including interest rates and exchange rates, changes to government fiscal, monetary or regulatory policies and settings; acts of terrorism, natural disasters or other force majeure events; uninsured business risks, changes in government regulation; actual or anticipated fluctuations in the Group’s financial performance and those of other public companies who operate in the same industry sectors; changes in accounting principles; inclusion in or removal from market indices; and general operational and business risks. Climate change risk Climate change poses both physical and transitional risks to the Group. Extreme weather events, rising temperatures, and energy and water demand may impact the resilience and cost of operating data centres, cloud computing and telecommunications infrastructure. These risks could impact financial performance, service continuity, and long-term competitiveness however uncertainty remains around the scale and timing of climate-related impacts. Likely developments and expected results The Group will prioritise the execution of the following in fiscal year 2027: Construction of IC3 SuperWest phase 1 with completion of construction scheduled for Sep 2026; Sale of new capacity available in IC3 SuperWest; Expediting capacity delivery beyond the initial 6MW at IC3 SuperWest; Completion of the land acquisition in Sydney (which completed on 6 August 2026), as well as development activities associated with the design and development approvals for a 200 megawatt data centre campus on the recently acquired site in Macquarie Park; Developing the pipeline for further new sites for additional data centres; Maintaining industry leading Net Promoter Score greater than +70 across all business segments; Investing in AI-ready infrastructure and customer solutions, while deploying AI across the Group to enhance productivity and operational performance; and Strategic investment in establishing the foundations for the next phase of growth in CS&G AI, cyber security and cloud, and Telecom secure networking solutions.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 9 The directors believe, on reasonable grounds, that to include in this report further information regarding likely developments in the operations of the Group and the expected results of those operations in years after the current year would be likely to result in unreasonable prejudice to the Group. Accordingly, this information has not been included in this report. Further developments by the time of the Annual General Meeting will be reported in the Chair’s address to that meeting. Significant changes in the state of affairs To expedite capacity delivery at the IC3 SuperWest, the Group obtained an additional $50 million to its debt facility in February 2026 to increase the total limit of that debt facility to $500 million. In March 2026, the Group issued subordinated securities to the National Reconstruction Fund Corporation (‘NRFC’), a sovereign investor established by the Australian Government to support nationally significant technology innovation, digital infrastructure, defence and national security. The total value of $200 million of perpetual, callable, subordinated, unsecured and non-convertible securities will be issued in two series each of $100 million. The first series was drawn down on 1 June 2026. The second is available to be drawn down from the issue date of the first series, up to and including 1 March 2027. Significant events after the balance date In July 2026, the Group exercised the call option to purchase a parcel of land for a new data centre campus in Sydney. The purchase of ~34,200 square metres of land completed on 6 August 2026 for $240 million which was funded through existing cash reserves and the Group’s corporate debt facility. The Group intends to construct an engineering and technology campus located within a ~200 MW data centre campus in Macquarie Park. The designs are subject to obtaining planning and other approvals with the aim to complete construction by late 2029. If completed, the new campus is expected to be developed in stages and deliver up to 200 MW of IT load, serving hyperscale, AI, cloud and government clients. The proposed development is aligned with the Group’s strategic objective of building campus- style data centres in central city locations. The Group is not aware of any other matter or circumstance that has arisen since the end of the financial year that has significantly affected the Group’s operations, results or state of affairs, or may do so in future years. Environmental regulations The Directors are committed to compliance with all relevant laws and regulations to ensure the protection of the environment, the community and the health and safety of employees, contractors and customers. Indemnification and insurance of directors and officers During the year, the Group paid premiums in respect of a contract insuring all the directors of Macquarie Technology Group against costs incurred in defending proceedings for conduct against them other than involving; a wilful breach of duty; or a contravention of sections 182 or 183 of the Corporations Act 2001, as prohibited by section 199B of the Corporations Act 2001. Auditor’s Independence A copy of the auditor’s independence declaration as required under section 307C of the Corporations Act 2001 is set out on page 37.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 0 Indemnification and insurance of auditors The Group has not, during or since the end of the financial year, indemnified or agreed to indemnify the auditor of the Group or any related entity against a liability incurred by the auditor. During the financial year, the Group has not paid a premium in respect of a contract to insure the auditor of the Group or any related entity. Non-audit services Taxation advice was provided by the entity’s auditor, PricewaterhouseCoopers. The directors are satisfied that the provision of non-audit services is compatible with the general standard of independence for auditors imposed by the Corporations Act 2001. The nature and scope of each type of non-audit service provided did not compromise the auditor independence as none of the services undermine the general principles relating to auditor independence as set out in APES 110 Code of Ethics for Professional Accountants. PricewaterhouseCoopers received or is due to receive the following amounts for the provision of non- audit services: $18,640 (2025: $21,300) as disclosed in Note 7.2. Rounding The amounts contained in this report and in the financial report have been rounded to the nearest $1,000 (where rounding is applicable) under the option available to the Group under ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2026/183. The Group is an entity to which the Instrument applies.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 1 Remuneration report (audited) This report outlines the remuneration arrangements in place for directors and executives of Macquarie Technology Group Limited. Executive Summary The remuneration report provides shareholders with the framework by which Group Executives and Non- Executive Directors are remunerated and incentivised to create shareholder value. The remuneration framework continues to be split into fixed remuneration and ‘at risk’ remuneration comprising Short Term Incentive (“STI”) and Long Term Incentive (“LTI”) components. The operating targets and performance metrics used for STI and LTI calculations are set annually depending upon business conditions and Board judgement relevant to that year. The STI and LTI frameworks provided in this report include principal measures, weightings, gateways, targets and ‘stretch’ outcomes which can be achieved by executives. Additional detail on the base salary, allowances and STI has been provided to show shareholders the cash salary provided to executives and changes in base remuneration each year. During the last year, the Chief Executive and Chief Financial Officer achieved a payout of 81.1% of targeted STI opportunity based on the various metrics required to be achieved. The Managing Director Hosting achieved a payout of 93.2% on the targeted STI opportunity. All KMP achieved nil payout of the potential LTI opportunity under the FY23 Plan as the TSR performance related targets were not met. Board discretion has not been used in determining these payouts. The Chief Executive, Chief Financial Officer and Managing Director Hosting were set Overachievement Targets during the year based on the overachievement of specific stretched EBITDA targets. The Overachievement Targets were set to incentivise the KMP to pursue additional earnings growth. (see section “Achievement of STI” for additional information) For the Chief Executive and Chief Financial Officer, 75% of the Overachievement target was achieved. For the Managing Director Hosting, the Overachievement target was achieved in full. Responses to shareholder feedback The Group has consulted with shareholders and their advisors to enhance the information presented in the Remuneration Reports in relation to Short Term Incentive (“STI”) and Long Term Incentive (“LTI”) plans. In addition to the enhancements made in previous years, the Group has included the following additional information in the FY26 Remuneration report. Enhancements identified Additional information included in FY26 remuneration report Short Term Incentives - KMP Inclusion of malus and clawback provisions Based on investor feedback, malus and clawback provisions have been introduced to STI plans for the FY26 year onwards.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 2 Remuneration report (audited) (continued) Enhancements identified Additional information and actions taken in FY26 Long Term Incentives – KMP Inclusion of malus and clawback provisions Based on investor feedback, malus and clawback provisions have been introduced to LTI plans for the FY26 year onwards. Absolute TSR rationale The Board confirms that it continues to review absolute TSR as an appropriate metric for the LTI. Absolute TSR ensures a strong and transparent alignment between executive outcomes and genuine shareholder value creation, while avoiding distortions that may arise from relative benchmarking in the absence of an appropriate peer group. Shareholder approval of LTI Grant to Executive Directors For the FY26 year, LTI granted to Executive Directors were approved by shareholders at the Annual General Meeting. Historical performance of LTI Inclusion of the historic performance of TSR against the LTI achievement and payout percentage in this annual report In addition, the board has set a director’s minimum shareholding requirement equivalent to 6 months of directors’ fees, within 3 years of appointment or a change of role. Key Management Personnel (KMP) Introduction The following executive directors, group executives and non-executive directors have been determined to be key management personnel and held their positions for the full year ended 30 June 2026, except where appointed or retirement occurred during the year as indicated; Executive KMPs David Tudehope – Chief Executive Aidan Tudehope – Managing Director Hosting Helen Cox – Chief Financial Officer Non-Executive Directors Lisa Brock – Chair (Appointed Chair 1 April 2026) Peter James – Chairman (Retired 31 March 2026) Adelle Howse – Non-Executive Director (Retired 21 November 2025) David Buckingham (Appointed 24 September 2025) Kate Vidgen (Appointed 2 March 2026) Objective The performance of the Group depends upon the quality of its directors and senior managers. To prosper, the Group must attract, motivate and retain highly skilled directors and executives. The Group aims to reward KMP and senior managers with a level of remuneration commensurate with their position and responsibilities within the Group and to: Provide competitive rewards to attract high calibre senior managers; Link senior manager rewards to the creation of shareholder value; Place a significant portion of Key Management Personnel (“KMP”) and other senior manager remuneration ‘at risk’, dependent upon meeting predetermined performance metrics; and Establish appropriate, demanding performance hurdles in relation to variable KMP and other senior manager remuneration.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 3 Remuneration report (audited) (continued) Remuneration link to performance Macquarie Technology’s remuneration philosophy directly aligns a percentage of short-term incentives and all long-term incentives granted to employees with key business outcomes such as Group revenue and profit growth, customer satisfaction and total shareholder return. Non-Executive Directors All non-executive directors are paid a fixed amount with no variable component. Structure In accordance with best practice corporate governance, the structure of non-executive director and KMP remuneration is separate and distinct. Service agreements have been entered into with each of the Chief Executive and the Managing Director Hosting but not with any other senior managers, each of whom is employed under the terms of an employment contract. Details of the service agreements are provided on page 20. Remuneration of Key Management Personnel Remuneration for all senior managers consists of the following key elements: Fixed remuneration Variable remuneration - Short Term Incentive (“STI”); and - Long Term Incentive (“LTI”). Fixed remuneration Objective The level of fixed remuneration is set to provide a base level of remuneration, which is both appropriate to the position and is competitive in the market. Fixed remuneration of the Chief Executive, Chief Financial Officer and Managing Director Hosting is reviewed annually by the People, Remuneration and Culture Committee and the process consists of a review of Group-wide and individual performance, relevant comparative remuneration in the market. The Committee utilises external advice and benchmarking to set fixed remuneration at relevant levels in the market and reflective of the experience and seniority of the individual. Structure Senior managers are given the opportunity to receive their fixed (primary) remuneration in certain forms including cash and allowances such as travel and motor vehicle allowances. It is intended that the manner of payment chosen will be optimal for the recipient without creating undue cost for the Group. Fixed remuneration is reviewed annually and adjusted from 1 February each year. The fixed remuneration component of the key management personnel is detailed on page 22.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 4 Remuneration report (audited) (continued) Variable remuneration – Short Term Incentive (“STI”) Objective The objective of the STI program is to link the achievement of the Group’s operational targets with the remuneration received by the KMP and senior managers charged with meeting those targets. The total potential STI available is set at a level to provide sufficient incentive to the KMP and senior managers to achieve the operational targets and such that the cost to the Group is reasonable in the circumstances. Structure Actual STI payments granted to each KMP and senior managers depend on the extent to which specific operating targets set at the beginning of the financial year are met or exceeded. The operating targets and metrics are set annually depending upon business conditions and Board judgement relevant to that year. The Group has predetermined metrics, set each year, which must be met to achieve a payout under the STI scheme. There is a stretch element to these payments, meaning it is possible to achieve greater than 100% on some elements of the payout amount including achievement in excess of the stretch target. Payout is subject to Board discretion at all times. The operational targets consist of several Key Performance Indicators (“KPIs”) covering both financial and non-financial measures of performance and may be based on Group and business objectives. On a half-yearly basis, after consideration of performance against KPIs, an overall performance rating for the Group and each business unit is approved by the People, Remuneration and Culture Committee or the Board. The individual performance of each KMP is also rated and considered when determining the amount, if any, of the STI component to be paid which is subject to Board discretion at all times. Payout for the first half of each financial year is capped at 100% of the potential entitlement for the 6- month period and is paid in February each year. At the end of the financial year, the balance of the full year entitlement including any stretch awarded is paid in September each year. The results are based on the audited financial results. This structure was in place for all financial years disclosed in this report and continues for the present financial year. STI is paid in cash.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 5 Remuneration report (audited) (continued) For the Chief Executive and Chief Financial Officer, the primary measures are classified under the following categories which are set at a business unit level. The operating targets and metrics are set annually depending upon business conditions and Board judgement relevant to that year: FY26 Categories Description of measure Weighting Gateway Payout at Gateway Payout at stretch¹ Weighting at Stretch¹ Profitability A measure based on underlying EBITDA, against Board approved targets 39% A minimum of 94.0% of EBITDA target must be met to achieve the award for this measure 50% 150% 64% Sales Growth A measure based on Net Sales Performance (NSP) against Board approved targets 45% A minimum of 50.7% of NSP target must be met to achieve the award for this measure 50% 150% 72% Customer- related A measure based on Net Promoter Score (NPS) and customer service performance 9% A minimum score of 60 for NPS must be met to achieve the award for this measure 50% 100% 10% Projects Measures which are specific to projects and initiatives of the Group 7% Minimum hurdles set based on project-based outcomes. 50% 150% 10% 100% 156% ¹Achievement of measures above targets may result in a payout in excess of 100% of the base incentive. Overachievement Target Overachievement targets were set for the CEO and CFO against stretched EBITDA metrics, with up to $250,000 payable for FY26. If achieved, the award paid in September post year-end.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 6 Remuneration report (audited) (continued) For the Managing Director Hosting, the primary measures are classified under the following categories. Half of the Managing Director Hosting’s achievement is measured using metrics for the relevant operating segments, and the other half based on the same metrics as the Chief Executive and Chief Financial Officer (at Group level). The operating targets and metrics are set annually depending upon business conditions and Board judgement relevant to that year: FY26 Categories Description of measure Weighting Gateway Payout at Gateway Payout at stretch¹ Weighting at Stretch¹ Profitability A measure based on underlying EBITDA, against Board approved targets 44% A minimum of 93.5% of EBITDA target must be met to achieve the award for this measure 50% 150% 69% Sales Growth A measure based on Net Sales Performance (NSP) against Board approved targets 43% A minimum of 25.3% of NSP target must be met to achieve the award for this measure 50% 150% 66% Customer- related A measure based on Net Promoter Score (NPS) and customer service performance 10% A minimum score of 60 for NPS must be met to achieve the award for this measure 50% 100% 10.0% Projects Measures which are specific to projects and initiatives of the Group 3% Minimum hurdles set based on project-based outcomes. 50% 150% 5% 100% 150% ¹Achievement of measures above targets may result in a payout in excess of 100% of the base incentive. Overachievement Target An Overachievement Target was set for the Managing Director Hosting for specific stretched EBITDA for relevant operating segments. For the 2026 year the Managing Director Hosting could potentially earn $250,000 for overachievement.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 7 Remuneration report (audited) (continued) Variable pay – Long Term Incentive (“LTI”) Objective The objective of the LTI plan is to reward KMP and senior managers in a manner which aligns this element of remuneration with the creation of shareholder value. As such, LTI grants are made to KMP and senior managers who are able to influence the generation of shareholder’s value and have a direct impact on the Group’s performance against the relevant long- term performance hurdle. Structure Performance rights are granted to a participant in the LTI plan with a performance and service period of three and a half years. The Board believes that this allocation and the associated performance periods drive a continual focus on the achievement of consistent profit growth. The performance hurdles are set for each grant of LTI, depending upon business conditions and Board judgement relevant to that year. Performance rights issued to the Chief Executive and Managing Director Hosting are settled with either cash or equity at the discretion of the Board. Performance rights issued to the Chief Financial Officer are equity settled. Equity settled performance rights, when vested, entitle the participant to an equivalent number of shares. Variable pay – Long Term Incentive (“LTI”) (continued) The vesting of performance rights is subject to achievement of hurdles based on total shareholder return (“TSR”) performance. Net Promoter Score (“NPS”) is used to moderate the number of Performance Rights available to vest according to TSR targets, should the minimum NPS hurdle not be met. The proportion of performance rights that vest will depend on Macquarie Technology Group’s performance over the relevant period. The Board has chosen an absolute TSR measure. Dividends are not paid on performance rights. The Board has set challenging targets which vary year to year. The targets are applicable to all KMP. Categories Description of measure Weighting Minimum vesting outcome at Gateway Pro rata Maximum Total shareholder return (TSR) – FY24 Plan TSR is measured by the growth in share price from the start of the performance period to the end of the performance period, plus the aggregate of all dividends paid on a share during the performance period. The share price at the start of the performance period was measured using the volume weighted average price (VWAP) of shares during the first month of the performance period (September 2023), and the share price at the end of the performance period measured as the VWAP during the month in which the performance period ends (September 2026). 100% (subject to reduction if NPS gateway not met) TSR hurdle to achieve a vesting outcome of 30% TSR hurdle to achieve a pro-rata outcome between 30% and 100% TSR hurdle to achieve 100% vesting outcome Total shareholder return (TSR) – FY25 Plan Measured consistently with the FY24 Plan, with the performance period commencing September 2024 and ending September 2027. 100% (subject to reduction if NPS gateway not met) TSR hurdle to achieve a vesting outcome of 30% TSR hurdle to achieve a pro-rata outcome between 30% and 100% TSR hurdle to achieve 100% vesting outcome
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 8 Categories Description of measure Weighting Minimum vesting outcome at Gateway Pro rata Maximum Total shareholder return (TSR) – FY26 Plan Chief Executive and Managing Director Hosting only Consists of two tranches. Weighted one third for Tranche 1 measured by the growth in share price from the start of the performance period to the end of the performance period, plus the aggregate of all dividends paid on a share during the performance period. Share price at the start of the performance period was measured using VWAP during the first month of the performance period (September 2025) and the share price during the month in which the performance period ends (September 2027). Weighted two thirds for Tranche 2 is measured on the same basis as Tranche 1, except for the length of the performance period with the ending share price measured during the month in which the performance period ends (September 2028). Each tranche is independent. 100% (subject to reduction if NPS gateway not met) TSR hurdle to achieve a vesting outcome of 30%, applicable to Tranche 1 and 2 separately TSR hurdle to achieve a pro-rata outcome between 30% and 100%, applicable to Tranche 1 and 2 separately TSR hurdle to achieve 100% vesting outcome, applicable to Tranche 1 and 2 separately Total shareholder return (TSR) – FY26 Plan Chief Financial Officer only Consists of three equally weighted tranches. Tranche 1 measured by the growth in share price from the start of the performance period to the end of the performance period, plus the aggregate of all dividends paid on a share during the performance period. Share price at the start of the performance period was measured using VWAP during the first month of the performance period (September 2025) and the share price during the month in which the performance period ends (September 2027) Tranche 2 is measured on the same basis as Tranche 1, except for the length of the performance period with the ending share price measured during the month in which the performance period ends (September 2028). Tranche 3 is measured on performance up to and including the vesting date (31 March 2029). Each tranche is independent. 100% (subject to reduction if NPS gateway not met) TSR hurdle to achieve a vesting outcome of 30%, applicable to Tranche 1 and 2 separately. Tranche 3 outcome is binary. TSR hurdle to achieve a pro-rata outcome between 30% and 100%, applicable to Tranche 1 and 2 separately TSR hurdle to achieve 100% vesting outcome, applicable to Tranche 1 and 2 separately Net Promoter Score (NPS) NPS is the net promoter score, and customer service measures are determined by the Board. The NPS and customer service score will affect the vesting of Performance Rights in addition to TSR target, after the calculation of Performance Rights available to vest according to TSR target. After Performance Rights available for vesting under TSR target is finalised, an NPS score of 60 or less means that 15% of those Performance Rights available will not vest. Binary (Impact reduces outcome if not met) 60 An NPS score of 60 or less means that 15% of those Performance Rights available will not vest. N/A N/A
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 1 9 Remuneration report (audited) (continued) The FY26 LTI Plan for the Chief Executive and Managing Director Hosting comprises two tranches whereas the FY26 Plan for the Chief Financia Officer comprises three tranches. The Board considers that a third tranche is not required for the Chief Executive and Managing Director Hosting due to their equity interests and as founders of the Group. Absolute Total Shareholder Return (TSR) used in LTIs The Board continues to review absolute TSR and considers that absolute TSR is appropriate for the Group. This is due to its unique make-up of Cloud Services & Government, Data Centre and Telecommunications Services, lack of directly comparable peers, and consistent long-term growth profile. Absolute TSR ensures a strong and transparent alignment between executive outcomes and genuine shareholder value creation, while avoiding distortions that may arise from relative benchmarking in the absence of an appropriate peer group. Historic performance of LTI’s - TSR FY23 FY24 FY25 FY26 Period start Sep-19 Sep-20 Sep-21 Sep-22 Period end Sep-22 Sep-23 Sep-24 Sep-25 TSR (Calculated using VWAP for the whole month of Sept) 39.0% 14.2% 1.8% 0.8% LTI payout achieved 100% 91% Nil Nil
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 2 0 Remuneration report (audited) (continued) Service agreements The Chief Executive and Managing Director Hosting are each employed under a service agreement. The current agreements commenced in August 1999 and continue until terminated by either the Group or the Chief Executive or the Managing Director Hosting (as the case may be). Under the terms of the present agreements, the Chief Executive and Managing Director Hosting may resign from their position and thus terminate their agreement by giving six months’ written notice. The Group may terminate the agreements by providing six months’ written notice or provide payment in lieu of the notice period, based on the fixed component of the Chief Executive or the Managing Director Hosting’s remuneration (as the case may be). The Group may also terminate the agreements on a lesser period of notice if, for example, the Chief Executive or the Managing Director Hosting become incapacitated. The Group may terminate the agreements at any time without notice if serious misconduct has occurred. Where termination with cause occurs, the Chief Executive or the Managing Director Hosting is only entitled to that portion of remuneration, which is fixed, and only up to the date of termination. The Chief Financial Officer is employed under a non-fixed term employment contract. Under the terms of the current agreement, the Group may terminate their employment by providing between eight weeks to three months’ notice. The Group may elect to make payment in lieu of the notice period which would be equal to the base salary they would have received during the notice period. The Chief Financial Officer is not entitled to receive any additional retirement or termination benefits. Non-executive director remuneration Objective The Board seeks to set aggregate remuneration at a level which provides the Group with the ability to attract and retain Non-Executive directors of the highest calibre, whilst incurring a cost which is acceptable to shareholders. Structure Each Non-Executive director is appointed via a letter of appointment. The Group’s constitution and the ASX Listing Rules specify that the aggregate remuneration of Non-Executive directors will be determined from time to time by a general meeting. An amount not exceeding the amount determined is then divided between the Non-Executive directors as agreed. The latest determination was at the Annual General Meeting held on 30 November 2023 when shareholders approved an aggregate remuneration of $1,000,000 per year. The amount of aggregate remuneration sought to be approved by shareholders is reviewed annually. Each Non-Executive director receives a fee for being a director of the Group. The Non-Executive directors of the Group may hold shares in the Group. The remuneration of Non-Executive directors for the period ending 30 June 2026 is detailed in the table on page 24 of this report.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 2 1 Remuneration report (audited) (continued) Remuneration of Executive Key Management Personnel for the year ended 30 June 2026: Short-Term Post- Employment Long- Term Share-based Payments Name and Position ($) Year Salary and Fees 1 STI 2 Other STI 3 Annual leave 4 Non- monetary benefits 5 Super- annuation Long Service Leave Equity Settled & Other Performance Rights 6 Cash Settled Performance Rights 7 Total D Tudehope - Chief Executive 2026 1,004,774 402,399 187,500 12,188 13,729 30,000 23,919 217,830 - 1,892,339 2025 972,661 344,210 - (99,422) 13,729 29,932 (20,234) 182,588 (78,861) 1,344,603 A Tudehope – Managing Director Hosting 2026 782,731 253,378 250,000 5,249 13,729 30,000 5,294 217,830 - 1,558,211 2025 738,433 142,531 - 8,179 13,729 29,932 (14,083) 182,588 (78,861) 1,022,448 H Cox – Chief Financial Officer 2026 652,435 143,157 187,500 3,664 13,729 30,000 23,941 232,400 - 1,286,826 2025 569,852 111,047 75,000 3,382 13,729 29,932 16,172 176,612 - 995,726 Total Executive KMP Remuneration 2026 2,439,940 798,934 625,000 21,101 41,187 90,000 53,154 668,060 - 4,737,376 2025 2,280,946 597,788 75,000 (87,861) 41,187 89,796 (18,145) 541,788 (157,722) 3,362,777 ¹ The category “Salary and Fees” includes travel and motor vehicle allowance and excludes amounts accrued and released in respect of annual leave. Includes amounts for unpaid leave. ² The category “STI” includes amounts accrued and paid for the variable remuneration Short Term Incentive in the respective financial years. ³ The category “Other STI” includes FY26 and FY25 Overachievement Target amount awarded. ⁴The category “Annual leave” includes the change in accrued annual leave during the year. The prior period figures have been updated for consistency with the current year. ⁵ The category “Non-Monetary Benefits” includes the value of any non-cash benefits provided including car parking. All amounts paid were in the normal commercial terms and conditions at market rates. 6 The Group has issued performance rights over ordinary shares to Key Management Personnel and senior managers as part of their long-term incentives. If the rights holder leaves before the vesting date they relinquish all entitlements under the scheme. 7 The Group has issued cash settled performance rights to the Chief Executive and Managing Director Hosting as part of their long-term incentives. Remuneration of Executive Key Management Personnel Name Year Fixed Variable1 Total Current Executive KMP D Tudehope – Chief Executive 2026 57% 43% 100% 2025 67% 33% 100% A Tudehope – Managing Director Hosting 2026 54% 46% 100% 2025 76% 24% 100% H Cox – Chief Financial Officer 2026 56% 44% 100% 2025 64% 36% 100% 1Variable consideration of actual remuneration received in the year for all KMP are dependent on the achievement of a number of Key Performance Indicators (“KPIs”) around sales and profit growth, customer satisfaction and project specific metrics. These KPIs are pre-determined and agreed with the People, Remuneration and Culture Committee or the Board on a yearly basis. There is an Overachievement Target element to the variable remuneration, meaning it is possible to achieve greater than 100% of the base incentive amount.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 2 2 Remuneration report (audited) (continued) Base remuneration & STI Fixed remuneration and STI has been reviewed effective from 1 Feb. The figures below represent the base remuneration for the KMP as at 1 Feb in the current and previous years. As at 1 Feb ($) Year Base 1 Allowance2 Base incentive at 100%³ Total % increase D Tudehope – Chief Executive 2026 1,004,774 33,172 495,950 1,533,896 3.9% 2025 947,900 33,172 495,950 1,477,022 4.6% 2024 882,900 33,172 495,950 1,412,022 8.8% A Tudehope – Managing Director Hosting 2026 777,051 31,592 271,875 1,080,518 4.2% 2025 733,067 31,592 271,875 1,036,534 5.6% 2024 678,067 31,592 271,875 981,534 8.6% H Cox – Chief Financial Officer 2026 649,356 15,000 200,000 864,356 11.1% 2025 612,600 5,600 160,000 778,200 14.8% 2024 512,560 5,600 160,000 678,160 17.3% 1 We reviewed the CFO’s salary to better align with market salaries of experienced CFOs in ASX 200 to ASX 300 companies particularly in the tech sector. 2 Includes travel and motor vehicle allowances. Base and Allowance are included in the ‘Salary & Fees’ in the ‘Remuneration of Executive Key Management Personnel’ ³ Base incentive may exceed 100% by achieving stretch targets
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 2 3 Remuneration report (audited) (continued) Achievement of STI Performance against the operational targets for FY26 set for KMP resulted in STI achievement for David Tudehope being 81% of base incentive (FY25: 69.4% achieved and 30.6% not achieved). STI achievement for FY26 for Aidan Tudehope was 93% of base incentive (FY25: 52.4% achieved and 47.6% not achieved). STI achievement for FY26 for Helen Cox was 81% of base incentive (FY25: 69.4% achieved and 30.6% not achieved). The percentages below exclude Overachievement targets. Chief Executive & Chief Financial Officer Managing Director Hosting Categories Weighting Payout of base incentive ¹ Weighting Payout of base incentive ¹ Profitability (Underlying EBITDA) 39% 44% 44% 50% Sales Growth (NSP) 45% 19% 43% 29% Customer-related (NPS) 9% 10% 10% 10% Projects 7% 8% 3% 4% 100% 81% 100% 93% ¹Achievement measured at an individual business unit level. Overachievement target The Chief Executive and Chief Financial Officer achieved $187,500 of the Overachievement target. The Managing Director Hosting achieved the Overachievement target in full at $250,000. The award to be paid in cash in September 2026. Achievement of LTI The FY23 Plan lapsed during the year. The outcome for LTI vesting of the FY23 Plan achieved during the year is set out below. The outcome achieved was applicable to all KMP. Categories Weighting Payout of LTI Potential Total shareholder return (TSR) 100% 0% Net Promoter Score (NPS) Binary (-15%) Weighted average achievement 100% 0%
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 2 4 Remuneration report (audited) (continued) Remuneration of Non-Executive Directors for the year ended 30 June 2026 Short-Term Post- Employment Long-Term Share-based Payments Name and Position ($) Year Salary and Fees STI Non-monetary benefits Super- annuation Long Service Leave Equity Settled Performance Rights Cash Settled Performance Rights Total P James - Chairman¹ 2026 199,867 - - 22,500 - - - 222,367 2025 260,243 - - 29,928 - - - 290,171 L Brock - Chair & Non-Executive Director 2026 195,360 - - 22,948 - - - 218,308 2025 158,975 - - 18,282 - - - 177,257 D Buckingham - Non-Executive Director² 2026 122,838 - - 14,741 - - - 137,579 2025 - - - - - - - - K Vidgen - Non-Executive Director³ 2026 55,740 - - 6,689 - - - 62,429 2025 - - - - - - - - B Vogel - Non-Executive Director⁴ 2026 - - - - - - - - 2025 76,291 - - 8,774 - - - 85,065 A Howse - Non-Executive Director⁵ 2026 71,521 - - 8,582 - - - 80,103 2025 167,625 - - 19,277 - - - 186,902 Total Non-Executive Directors' Remuneration 2026 645,326 - - 75,460 - - - 720,786 2025 663,134 - - 76,261 - - - 739,395 ¹ Ceased to be a Non-Executive Director 31 March 2026. ² Became a Non-Executive Director 24 September 2025. ³ Became a Non-Executive Director 2 March 2026. ⁴ Ceased to be a Non-Executive Director 31 December 2024. ⁵ Ceased to be a Non-Executive Director 21 November 2025.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 2 5 Remuneration report (audited) (continued) The table below summarises the holdings of performance rights granted to KMP and movements in holdings during the year. Balance 1 July 2025 # Performance rights granted # Vested & Exercised # Lapsed or not achieved # Holdings at 30 June 2026 # Amount Yet to Vest $ Other settlement David Tudehope 19,500 7,200 - (7,000) 19,700 $317,487 Aidan Tudehope 19,500 7,200 - (7,000) 19,700 $317,487 Helen Cox 19,500 7,200 - (7,000) 19,700 $420,567 58,500 21,600 - (21,000) 59,100 $1,055,541 The table below summarises the unvested performance rights currently on issue at the end of the financial year. Initial grant date Vesting date Performance period Share Price at Grant Date Fair value at Grant date Number Issued to KMP Other settlement 20 Dec 2023 1 Mar 2027 1 Sept 2023 to 1 Sept 2026 $66.78 $31.93 19,500 31 Oct 2024 1 Mar 2028 1 Sept 2024 to 1 Sept 2027 $82.54 $42.88 18,000 20 Oct 2025 1 Mar 2029 1 Sept 2025 to 1 Sept 2027 $66.89 $35.69 2,400 20 Oct 2025 1 Mar 2029 1 Sept 2025 to 1 Sept 2028 $66.89 $34.76 2,400 20 Oct 2025 1 Mar 2029 1 Sept 2025 to 1 Sept 2028 $66.89 $66.89 2,400 21 Nov 2025 1 Mar 2029 1 Sept 2025 to 1 Sept 2027 $61.08 $27.22 4,800 21 Nov 2025 1 Mar 2029 1 Sept 2025 to 1 Sept 2028 $61.08 $27.60 9,600 Total 59,100 The vesting period ends 6 months after the performance period, effectively adding an additional 6-month period of service required for the award to be received. The fair value of performance rights at award grant date were valued using a Monte Carlo simulation model which considered key assumptions of price volatility and dividend yield.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Directors’ Report 2 6 Remuneration report (audited) (continued) Shareholdings of key management personnel Holdings at 1 July 2025 Acquired on market Other Changes3 Holdings at 30 June 2026 Non-Executive Directors: Peter James 23,950 - (23,950) - Adelle Howse 1,736 - (1,736) - Lisa Brock 1,100 1,100 - 2,200 David Buckingham - - - - Kate Vidgen - - - - Executive KMP: David Tudehope 1 2 236,890 - - 236,890 Aidan Tudehope 1 41 - - 41 David & Aidan Tudehope 1 10,650,990 - - 10,650,990 Helen Cox 20,796 - - 20,796 Total 10,935,503 1,100 (25,686) 10,910,917 1 Includes holdings by director-related entities. 2 Includes holdings by a related party. 3 Represents reduction in shareholding due to individual ceasing to be Non-Executive Director during the year. All shareholdings referred to in the previous table are ordinary shares in the Group. Transactions with KMP and director-related entities There were no loans or other transactions with KMP or director-related entities for the year ended 30 June 2026 apart from the disposal of shares disclosed in this report. Performance of Macquarie Technology Group Limited Year ended 30 June Revenue and other revenue EBITDA NPAT Dividends Declared Share Price ASX Code: MAQ Share Price Movement KMP STI as % NPAT1 (A$ million) (A$ million) (A$ million) (cents) % 2026 390.0 115.9 32.1 - 70.12 +3.58 4.5% 2025 369.6 113.6 34.9 - 66.54 -28.03 1.9% 2024 363.3 109.1 33.0 - 94.57 +26.25 1.6% 2023 345.1 103.1 17.7 - 68.32 +7.78 2.9% 2022 309.3 88.4 8.5 - 60.54 +7.61 15.8% 1 The total number of KMP reduced in 2023 from six to three individuals. Includes STI achieved from Overachievement targets. End of Remuneration report (audited) Signed in accordance with a resolution of the directors: David Tudehope Chief Executive Sydney, 26 August 2026
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Environmental, Social and Governance (ESG) Report 2 7 Introduction Macquarie Technology Group Limited and its subsidiaries (the Group) understands stakeholder expectations around ESG. The following statement sets out the Group’s ESG key highlights for the reporting period. Environmental The key environmental focus for our business is power utilisation by data centres. Lowering a data centre’s Power Usage Efficiency (PUE) improves energy efficiency, providing benefits for our business and our customer’s business. Low PUE means that proportionally less energy is used for the data centre’s infrastructure loads (cooling, airflows and lighting etc) to support the IT equipment in the facility, which can improve overall energy efficiency. Our new build data centres are more efficient than our older data centres. Our latest and largest MW facility, Intellicentre 3 in Sydney’s North Zone, we are seeking to optimise PUE. IC3 has a design PUE of 1.28 which means that it is likely to be more energy efficient than a corporate customer’s traditional computer room in the office or factory. The Australian Government reports 1 that, on average, data centres globally had a PUE of 1.55, demonstrating that IC3 East is an energy efficient design relative to industry averages. Our design for the under construction ‘IC3 Super West’ promotes energy efficiency and utilisation of available resources at the site to lower costs and energy usage. We periodically review our data centre operations to seek to ensure that we operate our facilities efficiently. Examples of this are working with customers to deliver bespoke solutions that optimise cooling and airflow requirements in data halls so that operating temperatures and humidity are delivered in the favourable operating ranges for the equipment deployed, reducing wastage and unnecessary energy consumption. We choose energy efficient plant and equipment in our data centres and have embedded this in our new equipment assessment criteria. This applies to both our brand-new facilities as well as equipment upgrades in our existing facilities, for example when we replace chillers, water towers, UPS equipment and other infrastructure. Our own cloud solutions are an optimised mix of dedicated and virtualised resources, meaning that IT resources can be shared for efficiency. Our cloud products are based on up to date platforms with the modern hardware. Our Sydney and Brisbane offices have 5-star NABERs energy ratings, and our Melbourne office has 4.5 stars. Our Canberra data centre campus is powered 100% by renewable electricity under the ACT Government’s renewable electricity initiative. Our Intellicentre 5 data centre in Canberra includes a dedicated solar power generation system, which reduces its reliance on the grid during Canberra’s hottest days. In cooler weather, IC5 makes use of Canberra’s low temperatures to provide an air-cooling system, reducing energy consumption. Social People are the foundation of our success. We are committed to providing a safe and healthy workplace, investing in developing our people, and giving back to the communities we live and work in. For over 20 years we have been a corporate partner to United Way Australia, the Australian arm of the world’s largest charity. We have proudly sponsored United Way campaigns for flood relief and bushfire appeals, participated in the Macquarie Business Park Community Walkathon and donated hundreds of books for their early childhood literacy program. We value diversity and inclusion and the benefits they bring to the Group in achieving our purpose and objectives. Our commitment to diversity starts at the top, and our board of directors lead by example with a majority of female non-executive directors. To attract and retain a diverse workforce, we are committed to promoting a culture which celebrates diversity and an atmosphere in which all employees and candidates for employment have equal access to opportunities at work. Our gender diversity statistics can be found in our Corporate Governance Statement for the period. 1 https://www.energy.gov.au/business/equipment-and-technology-guides/data-centres
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Environmental, Social and Governance (ESG) Report 2 8 Social (continued) We are committed to creating jobs in Australia. We have developed customer contact centres in Sydney to provide the best local support and delivering consistently strong customer satisfaction. We continue to invest in our graduate programmes and many of our business leaders and technical leads are graduates of our own programmes. In 2026, Macquarie Cloud Services was recognised as Australia’s number 1 technology workplace for the second consecutive year. Macquarie Technology Group was also recognised with both the Gallup Exceptional Workplace Award and the Don Clifton Strengths-Based Culture Award, recognising our commitment to employee engagement and strengths-based development. As an Australian public company, we can provide unique sovereign solutions to data residency requirements. This means we can help keep Australian data on our own shores, in Australian owned data centres managed by Australian staff. All of our data centres have obtained the highest level of certification in this field, having been Certified Strategic under the Australian Government’s Hosting Certification Framework. Governance Our governance framework plays an integral role in supporting our business and helping us deliver on our strategy. It provides the structure through which our strategy and business objectives are set, our performance is monitored, and the risks we face are managed. As an ASX listed company, the Group reports its corporate governance practices in its Corporate Governance Statement which follows. Climate-related financial disclosures Macquarie Technology Group is classified as a Group 2 reporting entity under the Australian climate- related disclosure requirements and will be required to report in accordance with AASB S2 Climate- related Disclosures for the financial year ending 30 June 2027. During FY26, the Group continued to strengthen its governance, risk management, data collection and reporting processes in preparation for these requirements. The Group will provide expanded climate-related disclosures in its FY27 Annual Report consistent with the requirements of AASB S2.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Corporate Governance Statement 2 9 Introduction The Board is responsible for the corporate governance practices of the Group. The major processes by which the Board fulfils that responsibility are described in this statement. The Board considers that, except to the extent expressly indicated in this statement, the Group’s corporate governance practices comply with the ASX Corporate Governance Council’s Corporate Governance Principles and Recommendations 4th Edition (“Principles and Recommendations”). A copy of the Board Charter, the Audit and Risk Management Committee Charter, the People, Remuneration Culture Committee Charter, the Group’s Code of Conduct, Whistleblower Policy and Modern Slavery Policy are all available in the corporate governance section of the Group’s website at www.macquarietechnologygroup.com/investors , together with all other information which the Principles and Recommendations recommend be made publicly available. Principle 1 Lay solid foundation for management and oversight The Board acts on behalf of and is accountable to the security holders. The expectations of security holders together with regulatory and ethical expectations and obligations are taken into consideration when defining the Board’s responsibilities. The Board’s key responsibilities are: demonstrating leadership; defining the Group’s purpose and setting its strategic objectives; approving the Group’s statement of values and code of conduct, to underpin the desired culture within the Group; establishing, monitoring and modifying the Group’s corporate strategies; monitoring the performance of management in the implementation of the Group’s corporate strategies and implementation of the Group’s values and performance generally; satisfying itself that an appropriate framework exists for relevant information to be reported by management to the board; reporting to security holders and the market, including timely and balanced disclosure of all material information concerning the group that a reasonable person would expect to have a material effect on the price or value of the entity’s securities; ensuring that an appropriate risk management framework and compliance framework is in place and operates effectively and that an appropriate risk appetite has been set; overseeing the integrity of the Group’s accounting and corporate reporting systems, including the external audit; monitoring financial results, challenging management and holding management to account; reviewing business results and monitoring budgetary control and corrective actions (if required); authorising and monitoring budgets, major investments and strategic commitments; monitoring Board composition, director selection and Board processes and performance; appointing the Chair and Chief Executive; reviewing the performance of the Chair, Chief Executive, key executives and Company Secretary; endorsing key executive appointments and ensuring talent management and development frameworks and strategies are in place for the Chief Executive, and other key executive appointments; reviewing and approving remuneration of the Chief Executive and satisfying itself that the group’s remuneration policies are aligned with the Group’s purpose, values, strategic objectives and risk appetite;
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Corporate Governance Statement 3 0 overseeing and monitoring progress in relation to the Group’s diversity objectives and compliance with its diversity policy; and ensuring best practice corporate governance for a Company of our size. The responsibility for the day-to-day operation and administration of the Group has been delegated to the Chief Executive and the executive team. The Board ensures that this team is appropriately qualified and experienced. The Board is also responsible for ensuring that management’s objectives and activities are aligned with the expectations and risks identified by the Board. The Group’s people and culture policies require that background checks are performed on all employees and directors. Security holders are provided with all material information about a director standing for election or re-election in the explanatory memorandum to the Notice of Annual General Meeting and by way of the qualifications and experience of each director as set out in the Directors’ Report. All persons who are invited and agree to act as a director do so by a formal notice of consent. Non-executive directors have received formal notices of appointment and each of the executive directors are party to a formal executive service agreement with the Group. The Company Secretary is accountable directly to the Board, through the Chair, on all matters relating to the proper functioning of the Board. Each director has the right to communicate directly with the Company Secretary. In relation to overseeing and monitoring progress in relation to the Group’s diversity objectives, the Group has a workplace diversity policy which is published in the Investor section of our website. The Group embraces diversity and believes it is a critical factor in our success. Diversity means all differences between people including gender, age, race, ethnicity, disability, sexual orientation, religion and culture. To attract and retain a diverse workforce, we are committed to promoting a culture, which celebrates diversity and an atmosphere in which all employees and candidates for employment are treated fairly, with respect and have equal access to opportunities at work. For the reporting period the proportion of female employees at Macquarie Technology is as follows: Description Total Females % Females Number of females in entire organisation ¹ 106 23% Number of females in people management positions ¹ 25 31% Number of females on the Macquarie Technology Board ¹ 2 40% ¹ Workplace Gender Equality Agency report, May 2026. Includes Executive and Non-executive Directors Macquarie Technology recognises that, by promoting a culture of diversity, the business benefits at multiple levels by: attracting a high calibre and wide range of talent; increasing levels of engagement across the organisation; retaining and promoting highly skilled staff; increasing innovation which drives business results; and enhancing customer relationships. In accordance with the Principles and Recommendations, the Group has established objectives to promote diversity and inclusion. The objectives and the progress toward achieving them are outlined below:
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Corporate Governance Statement 3 1 Objective Outcome Board Board level vacancies: continue to aim to proactively source and consider a minimum of 30% female applicants for Board level vacancies. Macquarie Technology has policies and practices in place to support our ongoing commitment to this objective. Board composition: maintain female representation on the Macquarie Technology Board of Directors. Currently, female representation on our Board is at 40% and Non-executive directors at 66.7% During the reporting period, a female director was appointed as Chair of the Board. General Ensure that Macquarie Technology continues to have a Diversity Officer responsible for reviewing progress and report annually to the Board. A People & Culture team member continues to hold the position of Diversity Officer. Aim to maintain a Macquarie Technology female population of 26% or greater. Macquarie Technology currently has a female population of 23%. Aim to maintain proportion of female people managers of total at 30%. The proportion of female people managers is currently 31%. The Group is committed to the development and career advancement of women. All managers, regardless of gender, have equal access to training, development and career opportunities. We will continue to raise the profile of gender diversity and further our efforts to date. Responsibility for ratifying diversity objectives will remain with the Board with input from the People, Remuneration and Culture Committee. The objectives set will be managed and reported by the Diversity Officer. The performance of the Board, its committees and individual directors are typically reviewed annually. Performance is evaluated having regard to the fulfilment of the Board, and its committees’ responsibilities. Responsibility for evaluating the Board’s performance falls to the Chair with assistance from the Company Secretary. The performance of senior executives is reviewed on a half yearly basis against agreed measurable and qualitative indicators as part of the company-wide performance and development review process. Details of the measurable indicators and the manner in which they are linked to performance are set out in the Remuneration Report to the Directors’ Report. Qualitative indicators include the extent to which a senior executive’s performance has been aligned to the Group values. For the reporting period, the performance of senior executives was evaluated by the Chief Executive and Managing Director Hosting and, where considered appropriate, the Board as a whole. Principle 2 Structure the Board to be effective and add value The Board has a People, Remuneration and Culture Committee. The members of the Committee are the independent Non-executive Directors. The names of the members of the Committee and their attendances at meetings of the Committee appear in the Directors’ Report. The People, Remuneration and Culture Committee ensures that talent management and development frameworks and strategies are in place for the Chief Executive, Managing Director Hosting, Group Executives and other employees identified to be in critical roles from time to time. In relation to Nomination matters, the Board as a whole undertakes this function itself rather than delegating nomination matters to a committee. The Board as a whole, led by the Chair fulfills its responsibilities to security holders by ensuring that the Board is comprised of individuals who are best able to discharge their responsibilities as directors having regard to the law and the highest standards of governance by: assessing the skills and diversity required on the Board;
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Corporate Governance Statement 3 2 assessing the extent to which the required skills are represented on the Board; establishing a process for the review of the performance of individual directors and the Board as a whole, having regard to the Board’s key responsibilities; and establishing the processes for the identification of suitable candidates for appointment to the Board. Board Skills Matrix The Board encourages a mix of skills in its makeup. It currently has a diverse range of experience amongst its’ directors including extensive Information Technology, Telecommunications industry and Government experience. The Group’s ‘Board Skills Matrix’ is reviewed annually. The Board has adopted a policy of ensuring that it is composed of a majority of Non-executive directors with an appropriate mix of skills to provide the necessary breadth and depth of knowledge and experience. Each of the current Non-executive directors is an independent director for the purposes of the criteria for independence outlined by the Principles and Recommendations. The Chair is selected from the Non-executive directors and appointed by the Board. The length of service of each director is set out in the Directors Report. The Board considers that Lisa Brock (Chair of the Board and Chair of the People, Remuneration and Culture Committee), David Buckingham (Chair of the Audit and Risk Management Committee) and Kate Vidgen (member of the Audit and Risk Management Committee and People, Remuneration and Culture Committee) are independent directors free from any interest, position or relationship that might influence, or reasonably be perceived to influence, in a material respect their capacity to bring an independent judgement to bear on issues before the Board and to act in the best interests of the Company as a whole rather than in the interests of an individual shareholder or other party. The same person does not exercise the roles of Chair and Chief Executive. An induction process exists whereby new directors are inducted in the strategies, objectives, business plans, values and culture of the Group including meeting with key executives and senior management personnel across all business functions. The continuing professional development of directors is encouraged, and support is provided to address skills gaps where they are identified.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Corporate Governance Statement 3 3 Information about the directors, including their qualifications, experience and special responsibilities, appear in the Directors’ Report. Directors and Board committees have the right in connection with their duties and responsibilities to seek independent professional advice at the Group’s expense. Principle 3 Instil a culture of acting lawfully, ethically and responsibly. The Group has four key values: Personal accountable service (PAS) PAS runs through our DNA, we don’t switch off until the job is done to the complete satisfaction and delight of our partners and ourselves. In short - it’s not just a job, we care! Results Every one of us is driven to achieve and get the right business results. From internal improvement projects and programs to business-critical solutions for our customers. Results and how we engage and achieve matter. Collaboration We are nothing without our team-mates. United we win, divided we fall. We value the unique attributes of our colleagues and embrace our differences to achieve collective success working together. Making a difference Good enough for others isn’t good enough for us! We are instinctively driven to transform and make things better and easier, each and every time. The Board is committed to the highest standards of conduct. To ensure that the Board, management and employees have guidance in the performance of their duties, the Group has in place a Code of Conduct, an Anti-Bribery and Corruption Policy and a Whistleblower Policy. A copy of each of these policies can be found at the investor section of our website: https://macquarietechnologygroup.com/investors/. The Board is informed of any breaches of the Code of Conduct, Whistleblower Policy and Anti-Bribery and Corruption Policy by the Company Secretary. Principle 4 Safeguard the integrity of corporate reports The Board has established an Audit and Risk Management Committee, which operates under a Charter, a copy of which can be found at the investor section of our website. The Charter incorporates the Committee’s structure, purpose, duties and responsibilities, financial oversight and risk management including its oversight of ESG policies, reporting systems to manage risk. Each member of the Committee is an independent director. The names of the members of the Committee, their qualifications and experience and their attendances at meetings of the Committee appear in the Directors’ Report. The Committee is chaired by an independent director who is not the Chair of the Board. The Chief Executive, Chief Financial Officer, Managing Director Hosting, Company Secretary and the external auditor attend meetings at the discretion of the Committee. The Committee also meets privately with the external auditor without management present. Minutes of all Committee meetings are provided to the Board.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Corporate Governance Statement 3 4 The Board has delegated to the Committee responsibility for making recommendations on the appointment, evaluation and dismissal of the external auditor, setting its fees and ensuring that the auditor reports to the Committee and the Board. The Group is committed to audit independence. The Committee reviews the independence and objectivity of the external auditors. Those reviews include: seeking confirmation that the auditor is, in their professional judgement, independent of the Group. The external auditor, PricewaterhouseCoopers, has declared its independence to the Board; and considering whether, taken as a whole, the various relationships between the Group and the external auditor impair the auditor’s judgement or independence. The Committee is satisfied that the existing relationships between the Group and the external auditor do not give rise to any such impairment. The Group’s audit engagement partners will rotate at least every five years. The Chief Executive and the Chief Financial Officer have stated to the Board in writing: that the Group’s financial records have been properly maintained and the financial statements present a true and fair view, in all material respects, of the financial condition and operational results of the Group and comply with relevant accounting standards; and that the above statement is founded on a sound system of risk management and internal controls and that the system is operating effectively in all material respects in relation to financial reporting risks. The Group requests the external auditor to attend the Annual General Meeting and be available to answer questions about the conduct of the audit and the preparation and content of the auditor’s report. The Group’s periodic corporate reports are reviewed by the Board as a whole prior to release. Key examples are the Director’s Report, annual and half yearly financial statements, results announcements and associated presentations which all directors review and provide feedback on. Principle 5 Make timely and balanced disclosure The Board has adopted a formal Continuous Disclosure Plan, a copy of which can be found at the investor section of our website. The object of the Continuous Disclosure Plan is to ensure that material information is identified and disclosed in a timely manner. The Board is advised of any notifiable events. In addition, the Board has developed a guidance paper on the Group’s disclosure obligations, which is intended to provide guidance for all managers on those obligations. The Board approves all material market announcements that are made to the ASX and the Company Secretary is responsible for these communications. The Company Secretary ensures that the Board receives copies of all material market announcements promptly after they have been made. All new and substantive investor or analyst presentations are released to the ASX in advance of the presentation occurring.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Corporate Governance Statement 3 5 Principle 6 Respect the rights of security holders The Group provides security holders access to information about its governance and performance, including Annual Reports, full-year and half-year financial statements, directors’ commentaries and analyst briefings through its website at www.macquarietechnologygroup.com. In addition, the principal methods of communication with security holders are through Annual General Meetings and the publication of investor day presentations. The Board encourages security holders to use the Annual General Meeting to ask questions and make comments on the business, operations and management of the Group. Security holders that are unable to attend the Annual General Meeting are provided with the opportunity to provide questions and comments to the Chair and the auditor of the Group in advance. Substantive resolutions at meetings of security holders are decided by a poll, rather than by a show of hands, except where the total proxies held in favour of a resolution mean that the outcome is mathematically certain. Security holders have the option to receive communications from, and send communications to, the Group and its security registry electronically. Principle 7 Recognise and manage risk The Audit and Risk Management Committee (refer to Principle 4) is responsible for reviewing and reporting to the Board on the effectiveness of the Group’s management of risk, including systems for internal controls, that effectively safeguards assets and enhances the value of security holders’ investments. The Board has adopted a formal risk management framework that takes into account the Group’s risk profile and the material business risks it faces. The risk management framework is typically reviewed annually by the Board, and for the period the Board undertook such a review and is satisfied that the risk management framework is sound and that the Group operates in line with the risk appetite set by the Board. The Group does not have an internal audit function; however, assurance is gained as: the Board has direct oversight of the key areas of the organisation and has the capacity, expertise and access to information to assess those areas properly; the Group has established risk review processes which supplement the work of the Audit and Risk Management Committee on the adequacy of the Group’s risk framework and changes in the Group’s risk profile and material business risks, including cyber security; a standardised approach to risk assessment is used across the Group to ensure that risks are consistently assessed and reported to the Board if required; directors are provided with detailed financial information and reports by Executives on a monthly basis and have the right to request additional information as required to support informed decision making; and directors are provided with a Compliance Report each year as well as regular updates on any topical risk issues. The Board does not believe that the Group has any material exposure to environmental or social risks. The Group manages a series of operational risks which it believes to be inherent in the industries in which it operates including service interruption and network reliability, management of outsourcing, emerging technology and delivery platforms, regulatory frameworks and construction risks.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Corporate Governance Statement 3 6 Principle 8 Remunerate fairly and responsibly The functions of the People, Remuneration and Culture Committee (refer to Principle 2) include reviewing the remuneration arrangements for Non-executive and executive directors and reviewing and approving long term incentives under the Group’s remuneration policies. The Committee also reviews remuneration for the Chief Executive and Managing Director Hosting and monitors, reviews and makes recommendations to the Board as to the remuneration policies of the Group generally. The committee is chaired by an independent director. The names, qualifications and experience of the members of the Committee and their attendance at meetings of the Committee appear in the Directors’ Report. Non-executive directors receive fees determined by the Board, but within the aggregate limits approved by shareholders at general meetings of the Group. The remuneration of senior executives consists of a combination of fixed and variable (at risk) remuneration. The remuneration paid to a senior executive is based on a review of their individual performance. Details of the Group’s remuneration policies are set out in the Remuneration Report. The Board has established a share trading policy relating to the Board, senior executives and all other employees dealing in the Group’s shares. Participants in the long-term incentive scheme are restricted from entering into transactions (whether through the use of derivatives or otherwise) to limit the economic risk of participating in the scheme. A copy of the Share Trading Policy can be found at the investor section of our website. This Corporate Governance Statement is current as at 26 August 2026 and has been approved by the Board of Macquarie Technology Group Limited.
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PricewaterhouseCoopers, ABN 52 780 433 757 One International Towers Sydney, Watermans Quay, BARANGAROO NSW 2000, GPO BOX 2650 SYDNEY NSW 2001 T: +61 2 8266 0000, F: +61 2 8266 9999, 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 Macquarie Technology Group Limited's financial report for the year ended 30 June 2026, I declare that, to the best of my knowledge and belief, there have been: a) no contraventions of the auditor independence requirements of the Corporations Act 2001 in relation to the audit of the financial report; and b) no contraventions of any applicable code of professional conduct in relation to the audit of the financial report. Marc Upcroft Sydney Partner 26 August 2026 PricewaterhouseCoopers 37
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Consolidated Statement of Comprehensive Income Year ended 30 June 2026 The above consolidated statement of comprehensive income should be read in conjunction with accompanying notes 3 8 2026 2025 Notes $000 $000 Revenue 2.2 389,980 369,649 Expenses 2.3 (331,831) (312,275) Operating profit 58,149 57,374 Finance income 679 4,974 Finance costs 2.3 (11,678) (11,686) Profit before income tax 47,150 50,662 Income tax expense 5.1 (15,031) (15,807) Profit after income tax for the year attributable to owners of the parent 32,119 34,855 Other comprehensive income Items that may be reclassified to profit and loss: Exchange difference on translation of foreign operations (39) 30 Gain on cashflow hedges 116 - Total comprehensive income for the year attributable to the owners of the parent 32,196 34,885 2026 2025 Cents Cents Earnings per share for profit attributable to the ordinary equity holders of the Group: Basic earnings per share 2.4(a) 124.6 135.2 Diluted earnings per share 2.4(b) 124.5 134.4
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Consolidated Statement of Financial Position As at 30 June 2026 The above consolidated statement of financial position should be read in conjunction with the accompanying notes 3 9 2026 2025 Notes $000 $000 Current assets Cash and cash equivalents 3.1 4,912 6,202 Trade and other receivables 3.2 11,193 11,501 Accrued income 25,882 20,940 Prepayments 22,715 17,280 Other current assets 2,451 1,527 Financial assets 3.3 - 56,160 Derivative assets 116 - Total current assets 67,269 113,610 Non-current assets Property, plant and equipment 3.5 728,690 552,251 Intangible assets 3.6 18,219 17,163 Right-of-use assets 3.7 27,760 31,797 Deferred tax asset 4,794 - Prepayments 9,254 12,724 Other non-current assets 2,413 2,243 Total non-current assets 791,130 616,178 Total assets 858,399 729,788 Current liabilities Trade and other payables 3.4 73,475 65,014 Provisions 3.8 8,685 7,328 Lease liabilities 3.7 4,041 4,544 Other current liabilities 3.9 10,169 12,140 Current tax liabilities 5.2 1,651 10,476 Total current liabilities 98,021 99,502 Non-current liabilities Trade and other payables 3.4 - 3,830 Provisions 3.8 6,262 5,890 Lease liabilities 3.7 28,465 31,486 Borrowings 4.1 3,500 - Financial liabilities 4.2 93,134 92,852 Deferred tax liability 5.2 - 4,104 Other non-current liabilities 3.9 9,004 5,123 Total non-current liabilities 140,365 143,285 Total liabilities 238,386 242,787 Net assets 620,013 487,001 Equity Contributed equity 4.3 400,945 302,765 Other equity 4.3 (7,507) (7,507) Reserves 4.4 14,503 11,109 Retained earnings 4.4 212,072 180,634 Total equity 620,013 487,001
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Consolidated Statement of Changes in Equity Year ended 30 June 2026 The above consolidated statement of changes in equity should be read in conjunction with the accompanying notes 4 0 Contributed Equity Other Equity Reserves Retained Earnings Total Notes $000 $000 $000 $000 $000 Balance at 1 July 2024 302,765 (731) 7,439 145,779 455,252 Profit for the year - - - - - 34,855 34,855 Other comprehensive income - - 30 - 30 Total comprehensive income for the year - - 30 34,855 34,885 Transactions with owners in their capacity as owners: Issuance of shares into employee share trust 4.3(b) - - - - - Purchase of shares in employee share trust 4.3(c) - (6,776) - - (6,776) Share based payment 4.4 - - 3,640 - 3,640 Issue of treasury share to employees 4.3(c) - - - - - Total - (6,776) 3,640 - (3,136) As at 30 June 2025 302,765 (7,507) 11,109 180,634 487,001 Balance at 1 July 2025 302,765 (7,507) 11,109 180,634 487,001 Profit for the year - - - 32,119 32,119 Other comprehensive income - - 77 - 77 Total comprehensive income for the year - - 77 32,119 32,196 Transactions with owners in their capacity as owners: Purchase of shares in employee share trust 4.3(d) - - - - - Share based payment 4.4 - - 3,317 - 3,317 Issue of subordinated securities net of transactions costs 4.3(c) 98,180 - - - 98,180 Distributions provided for the period- Subordinated securities 4.3(c) - - - (681) (681) Total 98,180 - 3,317 (681) 100,816 As at 30 June 2026 400,945 (7,507) 14,503 212,072 620,013
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Consolidated Statement of Cash Flows Year ended 30 June 2026 The above consolidated statement of cash flows should be read in conjunction with accompanying notes 4 1 2026 2025 Notes $000 $000 Cash flow from operating activities Receipts from customers 424,438 415,402 Payments to suppliers and employees (298,867) (285,127) 125,571 130,275 Interest received 955 5,141 Income tax (paid)/received (31,943) (25,492) Net cash flows from operating activities 3.1 94,583 109,924 Cash flows from investing activities Receipts from/(payments for) financial assets 56,160 28,840 Acquisition of non-financial assets: Property, Plant & Equipment (225,668) (127,228) Intangibles (11,568) (10,194) Net cash flows used in investing activities (181,076) (108,582) Cash flows from financing activities Proceeds from borrowings 100,500 - Repayment of borrowings (97,000) - Purchase of shares in employee share trust - (6,776) Distributions paid to security holders (681) - Proceeds from issue of subordinated securities 100,000 - Subordinated securities issue transaction costs (2,600) - Principal elements of lease payments (4,489) (4,154) Interest and other finance costs paid (10,527) (14,184) Net cash flows (used in)/from financing activities 85,203 (25,114) Net (decrease)/increase in cash and cash equivalents (1,290) (23,772) Cash and cash equivalents at the beginning of the financial year 6,202 29,974 Cash and cash equivalents at the end of the year 3.1 4,912 6,202
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 4 2 1. About this report This section sets out the basis of preparation of the consolidated financial statements and provides corporate financial information. 1.1. Corporate information The financial report of Macquarie Technology Group Limited (“Macquarie Technology”, the “Group” or the “Company”) for the year ended 30 June 2026 was authorised for issue in accordance with a resolution of directors on 26 August 2026. The directors have the power to amend and reissue the financial statements. Macquarie Technology Group Limited is the head entity of a consolidated group comprising of controlled entities as detailed in Note 6.3. All subsidiaries are wholly and ultimately owned by the parent entity. Macquarie Technology Group Limited is a company limited by shares incorporated in Australia whose shares are publicly traded on the ASX (ASX Code: MAQ). The nature of the operations and principal activities of the Group are described in the Directors’ report. 1.2. Basis of preparation The financial report is a general purpose financial report, which has been prepared in accordance with the requirements of the Corporations Act 2001, Australian Accounting Standards and other authoritative pronouncements of the Australian Accounting Standards Board. The Group is a for-profit entity for the purpose of preparing the financial statements. The financial report also complies with International Financial Reporting Standards Board (“IFRS”) as issued by the International Accounting Standards Board (“IASB”). The consolidated financial statements are prepared on a historical cost basis unless otherwise noted. (i) Rounding The amounts contained in this report and in the financial report have been rounded to the nearest $1,000 (where rounding is applicable) under the option available to the Group under ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2026/183 issued by the Australian Securities and Investment Commission. The Company is an entity to which the instrument applies. (ii) Parent entity financial information The financial information for the parent entity, Macquarie Technology Group Limited, disclosed in Note 6.1 has been prepared on the same basis as the consolidated financial statements. Investments in subsidiaries are accounted for at the lower of cost or recoverable amount in the financial statements. (iii) Principles of consolidation The consolidated financial statements are those of the Group, comprising Macquarie Technology Group Limited and all entities that Macquarie Technology Group Limited controlled during the year and at balance sheet date. The Group controls an entity when it is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power to direct the activities of the entity. The financial statements of subsidiaries are prepared for the same reporting period as that of the parent entity, using consistent accounting policies. All inter-company balances and transactions have been eliminated in full. Subsidiaries are deconsolidated from the date the control ceases. (iv) Material accounting judgements and estimates The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the reported amounts in the financial statements. The most critical to the financial statements are outlined as follows: Revenue from contracts with customers Note 2.2 Recoverable amount of non-financial assets Note 3.6 Lease terms Note 3.7
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 4 3 2. Group Performance This section sets out the results for the Group and the performance of each segment. 2.1. Segment information Cloud Services & Government Data Centres Telecom Consolidated 2026 2025 2026 2025 2026 2025 2026 2025 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Revenue External revenue 230,786 208,153 52,874 47,706 105,205 112,564 388,865 368,423 Inter-segment revenue 4,240 3,227 33,565 31,515 - - 37,805 34,742 Other revenue 548 501 524 677 43 48 1,115 1,226 Total segment revenue and other revenue 235,574 211,881 86,963 79,898 105,248 112,612 427,785 404,391 Inter-segment elimination (4,240) (3,227) (33,565) (31,515) - - (37,805) (34,742) Total consolidated revenue and other revenue 231,334 208,654 53,398 48,383 105,248 112,612 389,980 369,649 Results EBITDA 55,893 53,031 40,001 36,608 19,991 23,968 115,885 113,607 Depreciation and amortisation (24,589) (22,664) (22,442) (22,353) (10,705) (11,216) (57,736) (56,233) Segment results before interest and tax 31,304 30,367 17,559 14,255 9,286 12,752 58,149 57,374 Finance income 679 4,974 Finance costs (11,678) (11,686) Consolidated entity profit from ordinary activities before income tax expense 47,150 50,662 Income tax expense (15,031) (15,807) Net Profit 32,119 34,855 Acquisition of non- financial assets Allocated acquisitions 20,474 22,384 197,642 116,232 7,219 6,371 225,335 144,987 Unallocated acquisitions 5,168 5,107 Total acquisition of non-financial assets 20,474 22,384 197,642 116,232 7,219 6,371 230,503 150,094
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 4 4 2. Group Performance (continued) 2.1 Segment information (continued) Segment assets & liabilities Cloud Services & Government Data Centres Telecom Consolidated 2026 2025 2026 2025 2026 2025 2026 2025 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Segment assets Segment assets 44,961 46,488 705,627 530,152 15,758 16,428 766,346 593,068 Unallocated 92,053 136,720 Total assets 858,399 729,788 Segment liabilities Segment liabilities 2,669 3,268 124,749 121,972 1,859 3,641 129,277 128,881 Unallocated 109,109 113,906 Total liabilities 238,386 242,787 There are no material unusual items requiring separate disclosure in the segment results. Accounting Policy The consolidated entity operates in three primary operating segments providing services to corporate and government customers. Segment Segment description Cloud Services and Government The Cloud Services & Government segment relates to the provision of services utilising the Group’s data centre facilities to provide cybersecurity, colocation services, public and private cloud and storage to corporate and government customers. Data Centres The Data Centres segment relates to the provision of services utilising the Group’s data centre facilities to wholesale customers. Telecom The Telecom segment relates to the provision of voice and mobile telecommunications services and the provision of services utilising the Group’s secure data network. All activities are primarily conducted in Australia. The Group has identified its operating segments based on the internal reports reviewed by the Group Chief Operating Decision Maker in assessing performance and determining the allocation of resources. Segment revenues and expenses comprise amounts that are directly attributable to a segment and the relevant portion that can be allocated on a reasonable basis. Interest income and finance cost are not allocated to segments, because financing and cash management activities are the responsibility of the group’s central treasury function. Segment assets comprise Property, Plant and Equipment, Intangible assets and Right-of-use assets which are directly attributable to a segment and can be allocated on a reasonable basis. Cash and Cash equivalents, trade and other receivables, accrued income, prepayments, financial assets and other assets are not allocated to a segment. Segment liabilities comprise Lease Liabilities and Financial Liabilities which are directly attributable to a segment and can be allocated on a reasonable basis. Trade and other payables, provisions, current tax liabilities, deferred tax liabilities and other liabilities are not allocated to a segment. The Group’s Chief Operating Decision Maker is the Chief Executive.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 4 5 2. Group Performance (continued) 2.2. Revenue 2026 2025 $000 $000 Revenue from contracts with customers 388,865 368,423 Other revenue 1,115 1,226 Total revenue and other revenue 389,980 369,649 Revenue disaggregation Revenue reported for the year includes revenue from contracts with customers, comprising service revenue, hardware revenue and other revenue. The table below disaggregates the Group’s revenue by reporting segment. 2026 Service revenue Hardware revenue Other revenue Total $000 $000 $000 $000 Cloud Services and Government 230,786 - 548 231,334 Data Centres 52,874 - 524 53,398 Telecom 105,052 153 43 105,248 388,712 153 1,115 389,980 2025 Service revenue Hardware revenue Other revenue Total $000 $000 $000 $000 Cloud Services and Government 208,153 - 501 208,654 Data Centres 47,706 - 677 48,383 Telecom 112,285 279 48 112,612 368,144 279 1,226 369,649
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 4 6 2. Group Performance (continued) 2.2 Revenue (continued) Accounting policy Revenue is measured at the fair value of the consideration received or receivable. The Group satisfies its performance obligations according to the following table. Type of product Segment Nature, timing of satisfaction of performance obligations Service revenue All This includes recurring revenue and one-off billings in respect of recurring services. Revenue is allocated based upon the standalone selling price of distinct performance obligations and recognised when the performance obligations are satisfied over time (i.e. when the service is transferred to and the customer benefits simultaneously) after taking into account all discounts as applicable. Hardware revenue Telecom Hardware revenue relates to the sale of mobile phones, tablets and related products. It is recognised when performance obligations associated with the sale have been satisfied with the customer (i.e. when the hardware is delivered to the customer that is at a point in time) after taking into account all discounts as applicable. Other revenue All Other revenue is recognised when the underlying service occurs and is amortised over the contract period. This includes commissions. Contract cost Contract cost is recognised as the incremental costs of obtaining a contract as an expense when incurred if the amortisation period of the asset is less than a year. Performance obligations To the extent that a product or service in multiple performance obligation arrangements is subject to other specific accounting guidance, such as leasing guidance, that product or service is accounted for in accordance with such specific guidance. For all other products or services in these arrangements, the criteria below are considered to determine when the products or services are distinct and how to allocate the arrangement consideration to each distinct performance obligation. A performance obligation is a promise in a contract with a customer to transfer products and services that are distinct. If the Group enters into two or more contracts at or near the same time, the contracts may be combined and accounted for as one contract, in which case the Group determines whether the products or services in the combined
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 4 7 2. Group Performance (continued) 2.2 Revenue (continued) Accounting policy (continued) contract are distinct. The contracts may be combined and accounted for as one contract if the contracts are negotiated as a package with a single commercial objective, or the amount of consideration to be paid in one contract depends on the price or performance of the other contract, or goods or services promised in the contracts (or some goods or services promised in each of the contracts) are a single performance obligation. A product or service promised to a customer is distinct if both of the following criteria are met: The customer can benefit from the product or service either on its own or together with other resources that are readily available to the customer (that is, the product or service is capable of being distinct); and The Group’s promise to transfer the product or service to the customer is separately identifiable from other promises in the contract (that is, the product or service is distinct within the context of the contract). If these criteria are met, the Group determine whether the performance obligation is met at a point in time or over time. If the Group determines that a performance obligation is met at a point in time, sales are recognised when control of the products has transferred, being when the products are delivered to the customer and there is no unfulfilled obligation that could affect the customer’s acceptance of the products. If the Group determines that a performance obligation is met over time, an appropriate measure of progress is determined to be based on direct measurements of the value to the customer of the services transferred to date relative to the remaining services promised under the contract (output method). When the products and services are distinct, the arrangement consideration is allocated to each performance obligation on a relative standalone selling price basis. The revenue policies in the Services, Hardware and Other Revenue sections above are then applied to each performance obligation, as applicable. Collection risk assessment The Group assesses collectability at the inception of a contract. If a contract meets collectability criteria at contract inception, the criteria should not be reassessed unless there is an indication of a significant change in fact and circumstances. Material accounting judgements, estimates and assumptions Revenue from contracts with customers The application of the various accounting principles in AASB 15, related to the measurement and recognition of revenue, requires the Group to make judgements and estimates. Specifically, complex arrangements with non-standard terms and conditions may require significant contract interpretation to determine the appropriate accounting treatment, including whether promised goods and services specified in an arrangement are distinct performance obligations.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 4 8 2. Group Performance (continued) 2.3 Expenses 2026 2025 $000 $000 Amortisation of non-financial assets Intangibles 10,632 10,718 Depreciation of non-financial assets Property, plant and equipment 42,286 40,506 Right-of-use Asset – Plant and Equipment 460 380 Right-of-use Asset – Buildings 4,358 4,629 Total depreciation and amortisation expense 57,736 56,233 Employment costs 97,685 96,746 Supplier costs for network and service delivery 118,831 106,835 Marketing 2,222 1,779 Other people costs 4,163 4,546 Repairs and Maintenance 9,314 8,582 Other expenses 41,880 37,554 274,095 256,042 Total expenses 331,831 312,275 Finance costs – borrowing costs 9,914 9,843 Finance costs – lease liabilities 1,764 1,843 Total finance costs 11,678 11,686 The total cash outflow for leases in 2026 was $6.1m (2025: $5.9m). 2.4 Earnings per share 2026 2025 Cents Cents (a) Basic earnings per share Basic earnings per share attributable to the ordinary equity holders of the Group 124.6 135.2 (b) Diluted earnings per share Diluted earnings per share attributable to the ordinary equity holders of the Group 124.5 134.4 2026 2025 $000 $000 (c) Reconciliation of earnings used in calculating earnings per share Profit attributable to the ordinary equity holders of the Group used in calculating basic and diluted earnings per share 32,119 34,855
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 4 9 2. Group Performance (continued) 2.4. Earnings per share (continued) 2026 2025 No of shares No of shares (d) Weighted average number of ordinary shares used in calculating basic earnings per share Weighted average number of ordinary shares1 25,773,732 25,773,732 Effect of dilutive securities of share performance rights 18,766 156,859 Adjusted weighted average number of ordinary shares used in calculating diluted earnings per share: 25,792,498 25,930,591 1 Excludes treasury shares and subordinated securities Accounting policy Basic earnings per share is determined by dividing the net profit attributable to equity holders of the Group excluding any costs of servicing equity other than ordinary shares by the weighted average number of ordinary shares outstanding during the financial year. Diluted earnings per share adjusts the figures used in the determination of basic earnings per share by taking into account the after-tax effect of interest and other financing costs associated with dilutive potential ordinary shares and the weighted average number of shares assumed to have been issued for no consideration in relation to dilutive potential ordinary shares.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 5 0 3. Operating assets and liabilities This section provides information that relates to the short-term assets and liabilities that are used to support the operating liquidity of the Group. This section also describes information relating to other assets and liabilities that support the long-term growth of the business. 3.1 Cash and cash equivalents 2026 2025 $000 $000 Cash at bank 4,912 6,202 (a) Reconciliation of profit after income tax expense to net cash inflow from operating activities 2026 2025 $000 $000 Profit after income tax expense 32,119 34,855 Amortisation of non-financial assets 10,632 10,718 Depreciation of non-financial assets 42,286 40,506 Depreciation of right-of-use asset 4,818 5,009 Share based payment 3,550 2,279 Finance costs 11,678 11,686 Loss on disposal of non-current assets 25 32 Change in operating assets and liabilities Decrease in trade and other receivables 308 1,445 (Increase) in accrued income (4,942) (675) Decrease/(increase) in prepayments (2,514) 5,569 (Decrease) in net deferred tax liabilities - (132) (Increase) in other assets (1,094) (313) Increase in trade and other payables 11,252 294 (Decrease)/increase in current tax liabilities (16,912) (9,597) (Decrease)/increase in provisions 1,529 (433) Increase in other liabilities 1,848 8,681 Net cash inflow from operating activities 94,583 109,924
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 5 1 3. Operating assets and liabilities (continued) 3.1. Cash and cash equivalents (continued) (b) Non-cash investing and financing activities Additions to the right-of-use asset of $0.9m (2025: $1.5m) and shares issued under the employee share scheme of $0m (2025: $0m) are considered non-cash financing activities. There were no other non-cash investing or financing activities. Accounting policy For the purpose of presentation in the statement of cash flows, cash and cash equivalents includes cash on hand, deposits held at call with financial institutions and other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to insignificant risk of changes in values. 3.2. Trade and other receivables 2026 2025 $000 $000 Current Trade receivables 13,684 12,037 Expected credit loss allowance (235) (56) Provision for credit notes (2,260) (498) Other receivables 4 18 11,193 11,501 The net movement in expected credit loss allowance and provision for credit notes was an increase of $1.9m (2025: decrease of $0.2m). Accounting policy Classification The Group has classified its financial assets as measured at amortised cost given the objective is to hold the assets to collect contractual cash flows that are solely payments of principal and interest on the principal amount outstanding. The financial assets comprise of cash and cash equivalents, trade and other receivables. Trade receivables are generally due for settlement within 30 days and therefore are all classified as current. The Group measures trade receivables at their transaction price as the trade receivables do not contain any significant financing components. Other receivables generally arise from transactions outside the usual operating activities of the group. No interest is charged. Collateral is not normally obtained. The current other receivables are due and payable within 12 months from the end of the reporting period. Recognition and derecognition Sales and purchases of financial assets are recognised on the date the Group commits to purchase or sell the asset. Financial assets are derecognised when the right to receive cash flows from the financial assets have expired or transferred and the Group has transferred substantially all the risks and rewards of ownership.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 5 2 3. Operating assets and liabilities (continued) 3.2. Trade and other receivables (continued) Accounting policy (continued) Initial and subsequent measurement At initial recognition, the Group measures a financial asset at its fair value. Subsequently, financial assets at amortised cost are measured using the effective interest method. Interest income, foreign exchange gains and losses and impairment from these financial assets are recognised in profit or loss. Any gain or loss on derecognition is recognised directly in profit or loss and presented in other gains/(losses) together with foreign exchange gains and losses. Impairment of financial assets The Group assesses on forward looking basis the expected credit losses (“ECL”) associated with its financial assets carried at amortised cost. The Group applies the simplified approach permitted by AASB 9 Financial Instruments, which requires expected lifetime losses to be recognised from initial recognition of the receivables. The impairment methodology applied depends on whether there has been a significant increase in credit risk. To measure the ECL, trade receivables have been grouped based on shared credit risk characteristics and the days past invoice date. The expected loss rates are based on the payment profiles of sales over a period of 36 months before 30 June 2026 and the corresponding historical credit losses experienced within the period. The historical loss rates are adjusted to reflect current and forward-looking information on macro-economic factors effecting the ability of the customers to settle the receivables. The loss allowance for financial assets is based on assumptions about risk of default and expected loss rates. The Group uses judgement when determining whether the credit risk of a financial assets has increased significantly since initial recognition and when estimating ECL and considers reasonable and supportable information that is relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis based on the Group’s historical experience, current market conditions as well as forward looking estimates at the end of each reporting period. Risk Exposure All of the financial assets at amortised cost are denominated in Australian dollars. As a result, there is no exposure to foreign currency risk. Refer to Note 4.7 (b) for credit risk exposure. 3.3. Financial assets 2026 2025 $000 $000 Current Term deposits - 56,160 - 56,160 Accounting policy Classification The Group has classified its financial assets as measured at cost given the objective is to redeem the principal of the investments within twelve months of the reporting date for cash.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 5 3 3. Operating assets and liabilities (continued) 3.4. Trade and other payables 2026 2025 $000 $000 (a) Current Trade payables 50,800 39,175 Other payables and accruals 22,675 25,839 73,475 65,014 2026 2025 $000 $000 (b) Non-current Trade payables – Non-current - 3,830 Liabilities for carrier suppliers (trade) are carried at the net amount the consolidated entity expects to have to pay each carrier, in respect of the services received. Liabilities for other trade and other payables are carried at cost which is the fair value of the consideration to be paid in the future for goods and services received, whether or not billed to the consolidated entity. Terms and conditions relating to trade liabilities are normally settled on 14, 30 and 60 day terms. Accounting policy Classification Financial liabilities are classified and measured at amortised cost or Fair Value Through Profit or Loss (“FVTPL”) under AASB 9 Financial Instruments. Reclassification of financial liabilities is not permitted upon the adoption of this accounting standard. The Group's financial liabilities include payables and interest- bearing borrowings. Recognition, initial and subsequent measurement Financial liabilities are recognised on the date the obligation is entered into, initially at fair value and, in the case of interest-bearing loans, net of directly attributable transaction costs. Financial liabilities are subsequently measured using the effective interest rate (“EIR”) method. Gains and losses are recognised in profit or loss when the liabilities are recognised as well as through EIR amortisation process. Amortisation cost is calculated by taking into account any discounts or premium on acquisition and fees or costs that are an integral part of the EIR. The EIR amortisation is included as finance costs in the Consolidated Statement of Comprehensive Income. Derecognition The Group derecognises a financial liability when its contractual obligations are discharged, cancelled or expire and also when the existing financial liability is replaced by another from the same party on substantially different terms, or the terms of the existing liability are substantially modified. In this case, a new financial liability based on the modified terms is recognised at fair value. The difference in the respective carrying amounts is recognised in profit and loss. Please refer to Note 3.8 for accounting policy for employee entitlements.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 5 4 3. Operating assets and liabilities (continued) 3.5. Property, plant and equipment Leasehold Plant & Land & Improvements Equipment Buildings Total $000 $000 $000 $000 Year ended 30 June 2026 Opening net book value 64,211 169,666 318,374 552,251 Asset reclass (38) (59) (23) (120) Additions 354 169,453 49,128 218,935 Disposals (56) (25) (9) (90) Depreciation expense (4,766) (31,721) (5,799) (42,286) Closing net book value 59,705 307,314 361,671 728,690 At 30 June 2026 Cost 110,299 517,327 400,760 1,028,386 Accumulated depreciation (50,594) (210,013) (39,089) (299,696) Net book value 59,705 307,314 361,671 728,690 Leasehold Plant & Land & Improvement Equipment Buildings Total $000 $000 $000 $000 Year ended 30 June 2025 Opening net book value 69,391 129,965 254,600 453,956 Asset reclass (1,731) 1,195 (532) (1,068) Additions 1,600 68,048 70,253 139,901 Disposals - (32) - (32) Depreciation expense (5,049) (29,510) (5,947) (40,506) Closing net book value 64,211 169,666 318,374 552,251 At 30 June 2025 Cost 110,234 348,846 351,680 810,760 Accumulated depreciation (46,023) (179,180) (33,306) (258,509) Net book value 64,211 169,666 318,374 552,251
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 5 5 3. Operating assets and liabilities (continued) 3.5. Property, plant and equipment (continued) Assets in the course of construction The carrying value of property, plant and equipment and intangibles includes $322.7m (2025: $128.7m) which are assets acquired in the course of construction. The majority of assets in the course of construction are land and building assets. As these assets are yet to be completed and are not ready for use, no depreciation charge has been recognised on these assets. Accounting policy Property, plant and equipment is stated at cost less accumulated depreciation and any impairment in value. Property, plant and equipment includes costs in relation to infrastructure development projects where future benefits are probable to exceed these costs. Depreciation is calculated on a straight-line basis on all property, plant and equipment commencing from the time the asset is ready to use. The estimated useful lives are as follows; Asset Class Asset Type Useful Life Leasehold improvements Fitout 2 to 40 years Plant and equipment Office equipment 3 to 20 years Infrastructure 3 to 25 years Land and Buildings Buildings 10 to 45 years Land Carried at cost Leasehold improvements are depreciated over the shorter of the lease term and the useful life of the assets. The assets’ residual values and useful lives are reviewed and adjusted if appropriate, at the end of each reporting period. An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount. Refer to Note 3.6 for the policy on impairment of non-financial assets.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 5 6 3. Operating assets and liabilities (continued) 3.6 Intangible assets Product Software Development Total $000 $000 $000 Year ended 30 June 2026 Opening net book value 3,558 13,605 17,163 Asset reclass 81 39 120 Additions 1,323 10,245 11,568 Amortisation (2,241) (8,391) (10,632) Closing net book value 2,721 15,498 18,219 At 30 June 2026 Cost 42,416 63,266 105,682 Accumulated amortisation (39,695) (47,768) (87,463) Net book value 2,721 15,498 18,219 Year ended 30 June 2025 Opening net book value 4,903 11,717 16,620 Asset reclass 629 439 1,068 Additions 1,302 8,891 10,193 Amortisation (3,276) (7,442) (10,718) Closing net book value 3,558 13,605 17,163 At 30 June 2025 Cost 54,086 64,864 118,950 Accumulated amortisation (50,528) (51,259) (101,787) Net book value 3,558 13,605 17,163 Accounting policy Intangibles Intangible assets are held at cost less accumulated amortisation and impairment losses. Intangibles include costs in relation to the development of software systems and products where future benefits are expected to exceed these costs. Costs capitalised include external direct costs of materials and service and direct payroll and payroll-related costs of employees’ time spent on the project during the development phase. Software and product development costs are only recognised following completion of technical feasibility studies, where the Group has an intention and ability to complete the development and use the asset, the asset will generate future economic benefits and the expenditure can be reliably measured. Amortisation is calculated on a straight-line basis on all intangibles commencing from the time the asset is ready for use. Estimated useful lives Useful Life Software 3 to 5 years Product development 2 to 5 years
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 5 7 3. Operating assets and liabilities (continued) 3.6 Intangible assets (continued) Accounting policy Impairment of non-financial assets The Group makes a formal estimate of recoverable amount when there is an indication of impairment resulting from the Group’s assessment. Where the carrying amount of an asset exceeds its recoverable amount, the asset is considered impaired and is written down to its recoverable amount. The recoverable amount is the greater of fair value less costs to sell and value in use. It is determined for an individual asset, unless the asset does not generate cash inflows that are largely independent of those from other assets or groups of assets, in which case, the recoverable amount is determined for the cash- generating unit to which the asset belongs. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the assets. Impairment losses are recognised in the Consolidated Statement of Comprehensive Income. Material accounting judgements, estimates and assumptions Recoverable amount of non-financial assets Judgement is exercised over the Group’s future sales order growth and pricing and the utilisation of data centre capacity, the ability to manage operating and capital expenditure and the cost of capital. Should the future performance of the Group differ from these estimations, the assessment of the recoverable amount of non-financial assets would be different and may impact the impairment testing result. 3.7 Right-of-use assets and lease liabilities Right-of-use assets 2026 2025 $000 $000 Land and buildings - right-of-use 54,348 54,746 Less: Accumulated depreciation (27,712) (23,654) 26,636 31,092 Plant and equipment - right-of-use 1,989 1,235 Less: Accumulated depreciation (865) (530) 1,124 705 Total Right-of-use assets 27,760 31,797 Additions to the right-of-use assets during the year were $0.8m. Refer to Note 2.3 for depreciation recognised on right-of-use assets.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 5 8 3. Operating assets and liabilities (continued) 3.7 Right-of-use assets and lease liabilities (continued) Lease Liabilities 2026 2025 $000 $000 (a) Current liabilities Lease Liabilities 4,041 4,544 (b) Non-current liabilities Lease Liabilities 28,465 31,486 Refer to Note 2.3 for expenses relating to low-value leases and finance costs relating to lease liabilities. The total cash outflow for leases recognised in lease liabilities in FY26 was $6.1m. Accounting policy Right-of-use asset A right-of-use asset is recognised at the commencement date of a lease and measured at cost, which comprises the initial amount of the lease liability, adjusted for lease payments made at or before the commencement date net of any lease incentives received, initial direct costs incurred, and an estimate of costs expected for restoring the site or asset. Right-of-use assets are depreciated on a straight-line basis over the unexpired period of the lease or the estimated useful life of the asset, whichever is the shorter. Right-of use assets are subject to impairment or adjusted for any remeasurement of lease liabilities. The Group has elected not to recognise a right-of-use asset and corresponding lease liability for short-term leases with terms of 12 months or less and leases of low-value assets. Lease payments on these assets are expensed to profit or loss as incurred. The Group leases land and buildings for its offices and data centres under agreements of between five to twenty years with, in some cases, options to extend for a further ten years. The leases have various escalation clauses. On renewal, the terms of the leases are renegotiated. The Group also leases plant and equipment under agreements of between one to four years. The Group also leases office equipment under agreements of one to two years. These leases are either short-term or low-value, so have been expensed as incurred and not capitalised as right-of-use assets. Lease Liabilities A lease liability is recognised at the commencement date of a lease, at the present value of the lease payments to be made over the term of the lease, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the Group's incremental borrowing rate. Lease payments comprise of fixed payments less any lease incentives receivable, variable lease payments depending on indexes, reasonably certain purchase options and any anticipated termination penalties. Variable lease payments that do not depend on indexes are expensed in the period in which they are incurred. The carrying amounts are remeasured if future lease payments change due to index or a rate used; residual guarantee; lease term; certainty of a purchase option and termination penalties. When a lease liability is remeasured, an adjustment is made to the corresponding right-of use asset, or to profit or loss if the carrying amount of the right-of-use asset is fully written down.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 5 9 3. Operating assets and liabilities (continued) 3.7 Right-of-use assets and lease liabilities (continued) Material accounting judgements, estimates and assumptions Lease terms Judgement is exercised in determining whether there is reasonable certainty that an option to extend or terminate the lease will be exercised, when identifying the lease term. Factors considered at the lease commencement date include the importance of the asset to the Group’s operations; comparison to prevailing market rates; incurrence of significant penalties and existence of significant leasehold improvements. The Group reassesses whether it is reasonably certain to exercise an extension option, or not exercise a termination option, if there is a significant event or significant change in circumstances. 3.8 Provisions 2026 2025 $000 $000 (a) Current liabilities Employee benefits – Annual Leave 4,125 3,189 Employee benefits - Long Service Leave 4,560 4,139 8,685 7,328 (b) Non-current liabilities Employee benefits – Long Service Leave 2,005 1,833 Make good provision 4,257 4,057 6,262 5,890 (c) A reconciliation of the movement in the employee benefits provision balance is as follows: At 1 July 9,161 9,594 Net additional amounts provided 8,719 7,063 Amounts used during the period (7,190) (7,496) At 30 June 10,690 9,161 (d) The aggregate employee benefits liability is comprised of: Accrued wages, salaries and on costs - current 6,643 6,770 Provision – current 8,685 7,328 Provision – non-current 2,005 1,833 17,333 15,931 Accounting policy Short term obligations The current portion of this liability includes all of the accrued annual leave, the unconditional entitlements to long service leave where employees have completed the required period of service and also for those employees who are entitled to pro-rata payments in certain circumstances.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 6 0 3. Operating assets and liabilities (continued) 3.8 Provisions (continued) Long-term obligations The Group also has liabilities for long service leave that are not expected to be settled wholly within 12 months after the end of the reporting period. These obligations are therefore measured as the present value of expected future payments to be made, discounted using market yields of high-quality corporate bonds with terms that match the estimated future cash outflows. Consideration is given to expected future salary levels and periods of service. 3.9 Other liabilities 2026 2025 $000 $000 (a) Current Contract liability 10,169 12,140 10,169 12,140 (b) Non-current Contract liability 9,004 5,123 9,004 5,123 Revenue recognised in relation to contract liabilities The following table shows how much revenue is recognised in the current reporting period related to the carried-forward contract liabilities. 2026 2025 $000 $000 Opening balance of contract liabilities as at 1 July 17,263 8,236 Revenue recognised that was included in the contract liability balance at 1 July (10,904) (2,871) Net additions during the year 12,814 11,898 Closing balance of contract liabilities as at 30 June 19,173 17,263 Accounting policy Contract liabilities represents the groups obligations to transfer goods and services to a customer and are recognised when a customer pays consideration before the group has transferred the goods or services to the customer. Contract liabilities are amortised based on the contract period.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 6 1 4. Capital structure and risk management This section sets out information about the policies and procedures adhered to in order to manage the capital structure and the financial risks that the Group is exposed to. 4.1 Borrowings 202 6 2025 $000 $000 Bank loans – secured 3,500 - 3,500 - In February 2026, the Group’s existing $450.0m debt facility was increased by $50.0m to a total limit of $500m. The additional capacity enables the Group to expedite capacity delivery beyond the initial 6MW at the company’s flagship development site, IC3 Super West. The funds will facilitate the acquisition of long lead-time equipment, supporting a planned capacity of 19MW out of 47MW. The bank loans are secured against all the assets and undertakings of Macquarie Technology Group Limited, Macquarie Technology Operations Pty Limited, Macquarie Data Centres Group Pty Ltd and all subsidiaries of Macquarie Data Centres Group Pty Ltd. This security is first ranking. The weighted average interest rate in the year was 5.45% and the facility has an expiry date 21 Nov 2029. Loan covenants Under the terms of the major borrowing facilities, the Group is required to conform to agreed interest cover and leverage ratios and report on a bi-annual basis. The Group has complied with these financial covenants throughout the reporting period (2025: complied). Financing arrangements The Group has a maximum debt facility of $500m (2025: $450.0m). As at 30 June 2026, $496.5m (2025: $450.0m) was available but unused at the reporting date. The facility remains available for further drawdowns in future. The Group has bank guarantees of $6.9m (2025: $7.3m). As at 30 June 2026, $18.1m (2025: $17.7m) was available but unused at the reporting date. Accounting policy Loans and borrowings are initially recognised at the fair value of the consideration received, net of transaction costs. They are subsequently measured at amortised cost using the effective interest method. General and specific borrowing costs that are directly attributable to the acquisition, construction or production of a qualifying asset are capitalised during the period of time that is required to complete and prepare the asset for its intended use or sale. Qualifying assets are assets that necessarily take a substantial period of time to get ready for their intended use or sale. Other borrowing costs are expensed in the period in which they are incurred. 4.2 Financial Liabilities 202 6 2025 $000 $000 Financial liabilities – loan note 93,134 92,852 93,134 92,852 The financial liabilities include an unsecured debt obligation (loan note) with KDCR Australia Pte. Ltd with a face value of $90.0m. The initial interest rate was 6.97% per annum with annual escalation linked to CPI and interest is payable monthly. The loan note has an 8.5-year term with a bullet maturity on 24 December 2032.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 6 2 Capital structure and risk management (continued) 4.3 Contributed and other equity (a) Share capital 2026 2025 $000 $000 Ordinary shares authorised and fully paid 302,765 302,765 Subordinated securities 98,180 - Contributed Equity 400,945 302,765 (b) Movement in share on issue 2026 2025 Number $000 Number $000 Balance at beginning of year 25,773,732 302,765 25,773,732 302,765 Employee share scheme issued - - - - Contributions to equity net of transaction costs and tax - - - - Balance at end of the year 25,773,732 302,765 25,773,732 302,765 Terms and conditions of contributed equity Ordinary shares have the right to receive dividends as declared and, in the event of winding up the Group, to participate in the proceeds from the sale of all surplus assets in proportion to the number of and amounts paid up on shares held. Ordinary shares entitle their holder to one vote per share, either in person or by proxy, at a meeting of the Group. (c) Movement in Subordinated securities 2026 2025 Number $000 Number $000 Balance at beginning of year - - - - Subordinated securities drawdown (net of transaction costs and tax) 10,000 98,180 - - Balance at end of the year 10,000 98,180 - - The Face Value amount per security is $10,000. Subordinated Securities The Group issued subordinated securities to the National Reconstruction Fund Corporation (‘NRFC’), a sovereign investor established by the Australian Government to support nationally significant technology innovation, digital infrastructure, defence and national security. The total value of $200m of perpetual, callable, subordinated, unsecured and non-convertible securities will be issued in two series each of $100m. The first series was drawn down on 1 June 2026. The second is available to be drawn down on from the issue date of the first series, up to and including 1 March 2027. The subordinated securities have been classified as equity under AASB 132 Financial instruments: Presentation as they do not contain a contractual obligation to deliver cash or another financial asset. The securities have been recognised within equity, net of transaction costs.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 6 3 Capital structure and risk management (continued) 4.3 Contributed and other equity (c) Movement in subordinated securities (continued) Terms and conditions of subordinated securities: The subordinated securities rank junior to any and all unsubordinated (senior) present and future obligations of the issuer and pari passu with parity obligations of the issuer. The securities rank senior to all other obligations of the Issue, including all classes of share capital. (d) Other equity 2026 2025 Number $000 Number $000 Balance at beginning of year (96,287) (7,507) (12,360) (731) Issuance of shares to the Trust - - - - Purchase of shares in employee share trust - - (83,927) (6,776) Purchase of shares under the LTI Scheme - - - - Issue of shares under the LTI scheme - - - - Balance at end of the year (96,287) (7,507) (96,287) (7,507) Treasury shares Treasury shares are shares in Macquarie Technology Group Limited that are held by the Macquarie Technology Group Limited Employee Share Trust for the purpose of issuing shares under the Macquarie Technology Employee share scheme and the executive long-term incentive (LTI) scheme. Shares issued to employees are recognised on a first-in-first-out basis. Issued capital is recognised at the fair value of the consideration received by the Group. Any transaction costs arising on the issue of ordinary shares are recognised directly in equity as a reduction of the share proceeds received.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 6 4 4. Capital structure and risk management (continued) 4.3 Contributed and other equity (continued) (d) Other equity (continued) Accounting policy Where any Group purchases the Company’s equity instruments, the consideration paid, including any directly attributable incremental costs (net of income taxes), is deducted from equity attributable to the owners of Macquarie Technology Group Limited as treasury shares until the shares are cancelled or reissued. Where such ordinary shares are subsequently reissued, any consideration received, net of any directly attributable incremental transaction costs and the related income tax effects, is included in equity attributable to the owners of Macquarie Technology Group Limited. Capital risk management The Group’s objective when managing capital is to safeguard its ability to continue as a going concern, so that it can continue to provide returns for shareholders and benefits for other stakeholders and to maintain an optimal capital structure to reduce the cost of capital. 4.4 Reserves and Retained Earnings (a) Reserves 2026 2025 $000 $000 Foreign currency translation reserve (154) (115) Share based payment reserve 14,541 11,224 Cash flow hedge reserve 116 - 14,503 11,109 (b) Movements in reserves (i) Foreign currency translation reserve: Balance at beginning of year (115) (145) (Gain)/Loss on translation of foreign controlled entity (39) 30 Balance at end of year (154) (115) (ii) Share based payment reserve: Balance at beginning of year 11,224 7,584 Share based payments expense 3,398 2,437 Deferred tax movements (81) (635) Tax payable movement - 1,838 Balance at end of year 14,541 11,224
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 6 5 4. Capital structure and risk management (continued) 4.4 Reserves and Retained Earnings (continued) (b) Movements in reserves (continued) (iii) Cash flow hedge reserve Balance at beginning of year - - Gains recognised in OCI 116 - Balance at end of year 116 - (c) Retained earnings: 2026 2025 $000 $000 Balance at beginning of year 180,634 145,779 Net profit for the year 32,119 34,855 Total available for appropriation 212,753 180,634 Dividends paid or provided for - - Distributions paid to subordinated securities holders (681) - Balance at end of year 212,072 180,634 Accounting policy Foreign currency translation Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary economic environment in which the entity operates (“the functional currency”). The consolidated financial statements are presented in Australian dollars, which is the Group’s functional and presentation currency. Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in profit and loss. The results and financial position of foreign operations (none of which has the currency of a hyperinflationary economy) that have a functional currency different from presentation currency are translated into the presentation currency at the closing rate at the date of the statement of financial position for assets and liabilities and at the monthly average exchange rates for income and expenses. Exchange differences arising on translation of foreign subsidiaries are recognised in other comprehensive income and foreign translation reserve. Share based payments reserve The share based payments reserve is used to recognise the fair value of performance rights and options as an expense as described in Note 4.6. 4.5 Dividends (a) Dividends paid during the reporting period There was no interim dividend announced or paid for the year ended 30 June 2026.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 6 6 4. Capital structure and risk management (continued) 4.5 Dividends (continued) (b) Franking account balance 2026 2025 $000 $000 The amount of franking credits available for the subsequent financial years based on a tax rate of 30% (2025: 30%) 68,015 36,072 The above amount represents balance of the franking account as at the reporting date, adjusted for: (i) franking credits that will arise from the payment of the amount of the income tax payable, and (ii) franking debits that arise from the receipt of income tax refunds during the financial period. 4.6 Share based payments The Group provides benefits to Key Management Personnel (“KMP”) and senior managers, including directors and employees, in the form of share-based payment transactions. On 20 October 2025, the company granted 18,000 equity share performance rights (31 December 2024: 12,000) which have a vesting date of 31 March 2027, to executives and senior managers, who are not Key Management Personnel (“KMP”). The performance conditions are linked to delivery of project milestones related to the construction of IC3 SuperWest. The performance rights were valued using a binomial tree methodology. The average fair value at grant date of each right was $66.89 equating to a total of $1,204,020. On 20 October 2025, the company granted 91,680 equity share performance rights (31 December 2024: 71,000) which have a vesting date of 1 March 2029, to executives and senior managers as part of their long-term incentives. The performance conditions are linked to total shareholder return (TSR) and customer satisfaction based on Net Promoter Score (NPS). The performance rights were valued using the Monte Carlo Simulation model which considered key assumptions of price volatility and dividend yield. The average fair value at grant date of each right in Tranche 1 was $35.69 and Tranche 2 was $34.76 and Tranche 3 was $66.89 equating to a total of $4,197,110. On 21 November 2025, the company granted 14,400 equity share performance rights which have a vesting date of 1 March 2029, to two KMP executives as part of their long-term incentives. The performance conditions are linked to total shareholder return (TSR) and customer satisfaction based on Net Promoter Score (NPS). The performance rights were valued using the Monte Carlo Simulation model which considered key assumptions of price volatility and dividend yield. The average fair value at grant date of each right in Tranche 1 was $27.22 and Tranche 2 was $27.60 equating to a total of $395,616. The total number of outstanding performance rights is 269,080 (2025: 220,580) valued at $11,728,476 (2025: $7,829,048), as measured at their grant date, amortised over the period to the vesting date. The amount of performance rights amortisation expense for the period was $3,398,120 (2025: $2,279,260). At vesting each performance right achieved is equivalent to 1 ordinary share.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 6 7 4. Capital structure and risk management (continued) 4.6 Share based payments (continued) Year ended 30 June 2026 Share price at grant date Balance at start of the year Granted during the year Exercised during the year Forfeited during the year Balance at end of the year Initial grant date Performance period start Performance period end Vesting date $ Number Number Number Number Number 30 Oct 2022 1 September 2022 1 September 2025 1 Mar 2026 56.00 50,330 - - (50,330) - 30 Jun 2023 1 September 2022 1 September 2025 1 Mar 2026 68.32 14,000 - - (14,000) - 20 Dec 2023 1 September 2023 1 September 2026 1 Mar 2027 66.78 75,000 - - (6,000) 69,000 22 Oct 2024 1 July 2024 31 March 2027 31 Mar 2027 82.02 12,000 - - - 12,000 31 Oct 2024 1 September 2024 1 September 2027 1 Mar 2028 82.57 69,250 - - (5,250) 64,000 20 Oct 2025 1 July 2025 31 March 2027 31 Mar 2027 66.89 - 3,000 - - 3,000 20 Oct 2025 1 July 2025 31 March 2027 31 Mar 2027 66.89 - 15,000 - - 15,000 20 Oct 2025 1 October 2025 1 October 2027 1 Mar 2029 66.89 - 30,560 - - 30,560 20 Oct 2025 1 October 2025 1 October 2028 1 Mar 2029 66.89 - 30,560 - - 30,560 20 Oct 2025 1 October 2025 1 March 2029 1 Mar 2029 66.89 - 30,560 - - 30,560 21 Nov 2025 1 October 2025 1 October 2027 1 Mar 2029 61.08 - 4,800 - - 4,800 21 Nov 2025 1 October 2025 1 October 2028 1 Mar 2029 61.08 - 9,600 - - 9,600 220,580 124,080 - (75,580) 269,080
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 6 8 4. Capital structure and risk management (continued) 4.6 Share based payments (continued) Year ended 30 June 2025 Share price at grant date Balance at start of the year Granted during the year Exercised during the year Forfeited during the year Balance at end of the year Initial grant date Performance period start Performance period end Vesting date $ Number Number Number Number Number 1 Dec 2021 1 September 2021 1 September 2024 1 Mar 2025 67.00 43,350 - - (43,350) - 30 Oct 2022 1 September 2022 1 September 2025 1 Mar 2026 56.00 54,390 - - (4,060) 50,330 30 Jun 2023 1 September 2022 1 September 2025 1 Mar 2026 68.32 14,000 - - - 14,000 20 Dec 2023 1 September 2023 1 September 2026 1 Mar 2027 66.78 77,000 - - (2,000) 75,000 22 Oct 2024 1 July 2024 31 March 2027 31 Mar 2027 82.02 - 12,000 - - 12,000 31 Oct 2024 1 September 2024 1 September 2027 1 Mar 2028 82.57 - 71,000 - (1,750) 69,250 188,740 83,000 - (51,160) 220,580
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 6 9 4. Capital structure and risk management (continued) 4.6 Share based payments (continued) Accounting policy The cash-settled performance rights are measured initially using the Monte Carlo simulation model at grant date, subject to market performance hurdles. They are remeasured at the end of each reporting period. The cost of the equity-settled performance rights with employees is measured at the fair value of the instruments at grant date. The fair value is typically determined using the Monte Carlo Simulation model for those share performance rights subject to market performance hurdles. The cost of equity-settled performance rights is recognised, together with a corresponding increase in equity, over the period in which the performance conditions are fulfilled, ending on the date on which the relevant employees become fully entitled to the award (“vesting date”). The cumulative expense recognised for equity-settled transactions at each reporting date until vesting reflects the extent to which the vesting period has expired, and the number of awards that, in the opinion of the directors, will vest ultimately. This opinion is formed based on the best available information at balance date. No adjustment is made for the likelihood of market performance conditions being met, as the effect of those conditions are included in the fair value at grant date. No expense is recognised for awards that do not vest based on non-market conditions. 4.7 Financial Risk Management Objectives and policies The Group’s principal financial instruments, other than derivatives, comprise of cash, short-term deposits and borrowings. It also has various other financial instruments such as trade receivables and trade payables, which arise directly from its operations. The main risks arising from the Group’s financial instruments are market risk, credit risk and liquidity risk. The Board reviews and agrees policies from managing each of these risks which are summarised below: (a) Market risk (i) Foreign exchange risk The Group operates primarily in Australia and is exposed to foreign exchange risk arising mainly from its international operations and overseas suppliers. Commercial transactions in Australia are mainly in Australian dollars. The Group minimises the volatility of foreign exchange rates by locking in foreign exchange rates for payment of invoices. The Group’s exposure to foreign currency risk expressed in Australian dollars at the operating date was as follows: 2026 2025 AUD equivalent $000 AUD equivalent $000 USD SGD NZD USD SGD NZD Cash and cash equivalents - - - - - - Trade and other payables 3,668 22 57 2,870 - 67 Based on the financial instruments held at 30 June 2026, had the Australian dollar weakened/strengthened by 10% each of the denominated currencies above with all other variables held constant, the Group’s post-tax profit would have been $335,000 lower/$416,000 higher (2025: $267,000 lower/$326,000 higher) as a result of foreign exchange gains/losses.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 7 0 4.7 Financial Risk Management (continued) (a) Market risk (continued) (ii) Interest rate risk The Group’s interest rate risk arises from long-term borrowings and financial liabilities. Borrowings obtained at variable rates expose the Group to interest rate risk. Financial liabilities are linked to an annual CPI escalation. The Group also has cash at bank at variable rates. The Group’s borrowings outstanding, totalling $3.5 million (2025: $0), are principal and interest payment loans. If interest rates had changed by + / - 10% from year end rates (or + / - 0.545%) with all other variables held constant, post-tax profit would have been $19,091 lower/higher (2025: $0 lower/higher) as a result of higher/lower interest expense from these borrowings. The Group incurred $2.3 million (2025: $0) during the year in interest expense from the Group’s long-term borrowings which have been capitalised as property, plant and equipment. The Group’s financial liabilities totalling $93.1 million (2025: $92.9 million) is loan note with interest payable monthly and a bullet payment at maturity. If CPI had changed by + / - 10% from year end rates with all other variables held constant, post-tax profit would have been $697k lower/higher (2025: $27k lower/higher) as a result of higher/lower interest expense from these financial liabilities. (iii) Other market risk The Group does not carry any other market risk.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 7 1 4. Capital structure and risk management (continued) 4.7 Financial Risk Management (continued) (iv) Cash flow and fair value interest rate risk Floating interest rate Fixed interest rate maturing in Non-interest bearing Total as per the Statement of Financial Position Weighted average effective interest rate 1 year or less Over 1 to 2 years More than 2 years 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 % pa % pa (i) Financial assets Cash 4,912 6,201 - - - - - - - 1 4,912 6,202 3.87 2.99 Term deposit - - - 56,160 - - - - - - - 56,160 4.14 4.73 Trade and other receivables - - - - - - - - 11,193 11,501 11,193 11,501 - - Accrued income - - - - - - - - 25,882 20,940 25,882 20,940 - - Total financial assets 4,912 6,201 - 56,160 - - - - 37,075 32,442 41,987 94,803 (ii) Financial liabilities Payables - - - - - - - - 73,475 65,014 73,475 65,014 - - Lease Liabilities - - 1,924 23 68 4,665 30,514 31,342 - - 32,506 36,030 3.03-7.70 3.03- 8.43 Borrowings1 3,500 - - - - - - - - - 3,500 - 5.45 - Loan note2 93,134 92,852 - - - - - - - - 93,134 92,852 7.49 7.26 Total financial liabilities 96,634 92,852 1,924 23 68 4,665 30,514 31,342 73,475 65,014 202,615 193,896 ¹ Weighted average effective interest rate does not include other costs associated with the debt facility. 2 Unsecured Keppel DC REIT loan note.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 7 2 4. Capital structure and risk management (continued) 4.7 Financial Risk Management (continued) (b) Credit risk Credit risk is managed on a Group basis. Credit risk arises from cash and cash equivalents, deposits with financial institutions, and credit exposure to customers including receivable and committed transactions. Customers are assessed for their creditworthiness by using a third-party credit rating agency. If there are no independent credit ratings available, credit risk is assessed by taking into account the financial position of the Group, past experience and other factors. The credit quality of the financial assets that are neither past due nor impaired can be assessed by reference to external credit ratings (if available) or to historical information about counterparty default rates. The maximum exposure to credit risk at the reporting date is the carrying amount of the financial assets as summarised in Note 4.7(a)(iv). Impairment of financial assets The Group has only one type of financial asset that is subject to the expected credit loss model, which are trade receivables from provision of services. While cash and cash equivalents are also subject to the impairment requirements of AASB 9 Financial Instruments, the identified impairment loss was immaterial. Refer to Note 3.6 for the policy on impairment of financial assets. Trade receivables The Group applies the AASB 9 simplified approach to measuring expected credit losses which uses a lifetime expected loss allowance for all trade receivables. To measure the expected credit losses, trade receivables have been grouped based on shared credit risk characteristics and a number of days past invoice date. The loss allowance as at 30 June 2026 and 30 June 2025 was determined as follows for trade receivables: 30 June 2026 Current 1 15 – 30 days 31- 60 days 61 – 90 days > 90 days Total $000 $000 $000 $000 $000 $000 Expected loss allowance rate 4.6% 4.8% 25.5% 61.5% 100% Gross carrying amount – trade receivables 12,177 273 475 409 350 13,684 Gross carrying amount – contract assets 25,882 - - - - 25,882 Loss Allowance 1,759 13 121 252 350 2,495 1 Current includes all invoices less than 15 days from invoice date which are not past due. 30 June 2025 Current 1 15 – 30 days 31- 60 days 61 – 90 days > 90 days Total $000 $000 $000 $000 $000 $000 Expected loss allowance rate 1.5% 0% 4% 26% 47% Gross carrying amount – trade receivables 9,816 1,743 202 161 115 12,037 Gross carrying amount – contract assets 20,940 - - - - 20,940 Loss Allowance 450 - 8 42 54 554 1 Current includes all invoices less than 15 days from invoice date which are not past due.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 7 3 4. Capital structure and risk management (continued) 4.7 Financial Risk Management (continued) (c) Liquidity risk The Group manages liquidity risk by maintaining adequate reserves and banking facilities, by continuously monitoring forecast and actual cash flows and matching the maturity profiles of financial assets and liabilities. Surplus funds are generally invested in an ‘at call’ investment account. Maturities of financial liabilities Weighted average interest rate Less than 6 months 6–12 months Between 1 and 2 years Over 2 years Total contractual cash flow % $’000 $’000 $’000 $’000 $’000 At 30 June 2026 Non-interest bearing 73,475 - - - 73,475 Fixed rate Lease Liability¹ 3.03-7.7 3,180 2,236 3,537 43,555 52,508 Variable Borrowings 5.45 - - - 3,500 3,500 76,655 2,236 3,537 47,055 129,483 At 30 June 2025 Non-interest bearing 65,014 - - - 65,014 Fixed rate Lease Liability¹ 3.03-8.43 2,999 3,046 5,174 46,229 57,448 68,013 3,046 5,174 46,229 122,462 ¹Contractual cashflows over 2 years includes options on lease terms that are reasonably certain but yet to be exercised.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 7 4 5. Taxation This section provides information on the tax position for the Group. 5.1 Income tax expense 2026 2025 $000 $000 Current tax 24,415 21,889 Deferred tax (8,747) (4,550) Prior year (636) (1,532) Total income tax expense 15,031 15,807 Income tax expense is attributable to: Profit from continuing operations 15,031 15,807 Deferred income tax (credit)/expense included in income tax expense comprises: Decrease/(increase) in deferred tax assets (4,312) 278 (Decrease)/increase in deferred tax liabilities (4,435) (4,828) Net (decrease)/increase in deferred tax liabilities (8,747) (4,550) Numerical reconciliation of income tax expense to prima facie tax payable Profit from continuing operations before income tax expense 47,150 50,662 Prima facie tax at the Australian tax rate of 30% (2025: 30%) 14,145 15,199 Tax effect of amounts which are not deductible/(taxable) in calculating taxable income: Expenditure not allowable for income tax purposes 267 416 Long term incentive plan DTA recognition 377 - Adjustment to tax in respect of prior years 239 192 Other 2 - Income tax expense 15,031 15,807 Effective tax rate 32% 31%
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 7 5 5. Taxation (continued) 5.2 Current/deferred tax assets and liabilities 2026 2025 $000 $000 Current tax payable Current tax payable (1,651) (10,476) Deferred tax assets The balance comprises temporary differences attributable to: Depreciation due to timing differences for accounting purposes 2,533 2,543 Employee benefits 5,841 4,822 Accrued expenses 8,667 4,969 Provisions for impaired receivables and credit notes 749 166 Lease liabilities 9,769 10,809 Other assets 1,198 985 Total deferred tax assets 28,757 24,294 Set-off deferred tax liabilities pursuant to set-off provisions (23,963) (24,294) Net deferred tax assets 4,794 - Deferred tax liabilities The balance comprises temporary differences attributable to: Depreciation due to timing differences for accounting purposes 14,464 18,005 Other receivables 1,171 854 Right of Use Assets 8,328 9,539 Total deferred tax liabilities 23,963 28,398 Set-off of deferred tax liabilities pursuant to set-off provisions (23,963) (24,294) Net deferred tax liabilities - 4,104 Accounting policy Income taxes The income tax expense is the tax payable on the current period’s taxable income based on the applicable income tax rate, adjusted by changes in deferred tax assets and liabilities attributable to temporary differences and to unused tax losses. Management periodically evaluate tax regulations that are subject to interpretation and establish provisions, where appropriate, on amounts expected to be paid to tax authorities. Deferred income tax is provided in full, using the liability method, on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the consolidated financial statements. Deferred tax assets are recognised for deductible temporary differences and unused tax losses only if it is probable that future taxable amounts will be available to utilise those temporary differences and losses. Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets and liabilities and when the deferred tax balances relate to the same taxation authority. Current
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 7 6 5. Taxation (continued) 5.2 Deferred tax assets and liabilities (continued) Accounting policy Income taxes (continued) tax assets and tax liabilities are offset where the entity has a legally enforceable right to offset and intends either to settle on a net basis, or to realise the asset and settle the liability simultaneously. Current and deferred tax is recognised in profit and loss, except to the extent that it relates to items recognised in other comprehensive income or directly in equity. In this case, the tax is also recognised in other comprehensive income or directly in equity, respectively. Tax consolidated group Macquarie Technology Group Limited and its wholly owned Australian controlled entities, listed in note 6.3, have implemented the tax consolidation legislation with effect from 1 July 2002. The head entity, Macquarie Technology Group Limited, and the controlled entities in the tax consolidated group, account for their own current and deferred tax amounts. These tax amounts are measured as if each entity in the tax consolidated group continues to be a stand-alone taxpayer in its own right. 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 controlled entities in the tax consolidated group. Assets and liabilities arising under tax funding agreements with the tax consolidated entities are recognised as amounts receivable from or payable to other entities in the Group. Any differences between the amounts assumed and amounts receivable or payable under the tax funding agreement are recognised as a contribution to (or distribution from) wholly owned tax consolidated entities. Tax effect accounting by members of the tax consolidated group Members of the tax consolidated group have entered into a tax funding agreement which provides for the allocation of current taxes to members of the tax consolidated group in accordance with their profit/(loss) for the period, while deferred taxes are allocated to members of the tax consolidated group in accordance with AASB 112 Income Taxes and UIG 1052 Tax Consolidation Accounting. Goods and Services Tax (“GST”) Revenue, expenses and assets are recognised net of the amount of GST except: where the GST incurred on a purchase of goods and services is not recoverable from the taxation authority, in which case the GST is recognised as part of the cost of acquisition of the assets or as part of the expense item as applicable; and receivables and payables are stated with the amount of GST included. The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables in the statement of financial position. Cash flows are included in the Consolidated Statement of Cash flows on a gross basis and the GST component of cash flows arising from investing and financing activities, which is recoverable from, or payable to, the taxation authority is classified as operating cash flows. Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the taxation authority.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 7 7 6. Group Structure This section outlines the group structure and provides information about the parent entity and related parties. 6.1 Parent entity information (a) Summary financial information The individual financial statements for Macquarie Technology Group Limited, the parent entity, show the following aggregate amounts: Statement of financial position 2026 2025 $000 $000 Current Assets - - Total Assets 454,036 345,846 Current Liabilities 16,959 7,164 Total Liabilities 16,959 7,164 Net assets 437,077 338,682 Contributed equity 405,590 307,410 Other equity (7,507) (7,507) Reserves – Share based payment 9,896 6,579 Retained earnings 29,098 32,200 Equity 437,077 338,682 Loss for the year (2,420) (1,772) Total comprehensive loss (2,420) (1,772) (b) Guarantee entered into by parent entity Macquarie Technology Group Limited (the “Parent entity”), Macquarie Technology Operations Pty Ltd (“MT”), Macquarie Infratech Group Pty Limited (“MI”), Macquarie Digital Infrastructure Pty Ltd (“MDI”), Macquarie Cloud Services Pty Limited (“MCS”) (together the “Closed Group”) entered into a Deed of Cross Guarantee dated 28 June 2005. The financial information of the Deed of Cross Guarantee Closed Group materially matches the consolidated financial statements. The effect of the deed is that the Parent entity has guaranteed to pay any deficiency in the event of winding up of the other Deed of Cross Guarantee Closed Group members, which have also given a similar guarantee in the event that the Parent entity is wound up. The Deed of Cross Guarantee was amended on 20 July 2011 to include Macquarie Cloud Pty Limited (“MC”), on 28 April 2020 to include Macquarie Data Centres Pty Limited (“MDC”), and on 2 February 2025 to include Macquarie Data Centres Group Pty Ltd (“MDCG”), Macquarie Data Centres Macquarie Park Campus Holdco Pty Ltd (“MDCMPCH”), Macquarie Data Centres Manager Pty Ltd (“MDCM”), Macquarie Data Centres Macquarie Park Property TST Pty Ltd (“MDCMPPT”), Macquarie Data Centres Macquarie Park Property SubTST Pty Ltd (“MDCMPPS”), Macquarie Data Centres Macquarie Park HoldCo Pty Ltd (“MDCMPH”), Macquarie Data Centres Canberra HoldCo Pty Ltd (“MDCCH”), Macquarie Data Centres Canberra InfraCo Pty Ltd (“MDCCI”), Macquarie Data Centres Sydney HoldCo Pty Ltd (“MDCSH”) and Macquarie Data Centres Sydney InfraCo Pty Ltd (“MDCSI”), respectively and, as such, all these entities have entered the Closed Group on their respective dates.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 7 8 6. Group Structure (continued) 6.1 Parent entity information (continued) The Deed of Cross Guarantee was further amended on 28 August 2025 to include MDC New Site Holdco Pty Ltd (“MDCNH”), MDC New Site TopTST Pty Ltd (“MDCNTT”), MDC New Site MidTST Pty Ltd (“MDCNMT”), MDC New Site SubTST Pty Ltd (“MDCNST”), MDC New Site Topco Pty Ltd (“MDCNTC”), MDC New Site Midco Pty Ltd (“MDCNMC”) and MDC New Site OpCo Pty Ltd (“MDCNOC”). (c) Contingent liabilities of the parent entity Macquarie Technology Group Limited (the “Parent entity”) has guaranteed MT’s performance, including payments owed, under various wholesale supply agreements. It is not practical to disclose the maximum amount payable under guarantees. (d) Contractual commitments for the acquisition of property, plant or equipment The Parent entity did not have any contractual commitments for the acquisition of property, plant or equipment as at 30 June 2026 and 30 June 2025. (e) Going concern basis of accounting The Parent entity has a current asset deficit of $17.0 million at the end of the financial year (2025: $7.2million (deficit)). The financial statements for the Parent entity have been prepared on a going concern basis as the directors believe the Parent entity can pay its debts as and when they fall due. This conclusion is based on the following factors: The current asset deficiency includes an amount payable to related parties of $8.4 million, which the Parent entity can control the timing of the settlement; and The Parent entity’s assets are receivable from a wholly owned entity which itself has a surplus of current assets sufficient to fund the remaining balance. 6.2 Related party transactions 2026 2025 $ $ Short-term employee benefits 4,571,488 3,570,194 Post-employment benefits 165,460 166,057 Long-term benefits 53,154 (18,145) Share-based payments 668,060 384,066 5,458,162 4,102,172 There were no other related party transactions during the year. All transactions with key management personnel were made on normal commercial terms and conditions and at market rates.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 7 9 6. Group Structure (continued) 6.3 Interests in subsidiaries The consolidated financial statements incorporate the assets, liabilities and results of the following 100% owned subsidiaries in accordance with the accounting policy described in note 1.2: Ownership interest Principal place of business / 2026 2025 Name Country of incorporation % % Macquarie Technology Operations Pty Limited Australia 100.00% 100.00% Macquarie Infratech Group Pty Limited Australia 100.00% 100.00% Macquarie Digital Infrastructure Pty Ltd Australia 100.00% 100.00% Macquarie Hosting (Singapore) Pte Limited Singapore 100.00% 100.00% Macquarie Cloud Services Pty Limited Australia 100.00% 100.00% Macquarie Cloud Pty Limited Australia 100.00% 100.00% Macquarie Data Centres Macquarie Park InfraCo Pty Ltd Australia 100.00% 100.00% Macquarie Data Centres Group Pty Ltd Australia 100.00% 100.00% Macquarie Data Centres Manager Pty Ltd Australia 100.00% 100.00% Macquarie Data Centres Macquarie Park Campus HoldCo Pty Ltd Australia 100.00% 100.00% Macquarie Data Centres Macquarie Park Property TST Pty Ltd Australia 100.00% 100.00% Macquarie Data Centres Macquarie Park Property Trust Australia 100.00% 100.00% Macquarie Data Centres Macquarie Park Property SubTST Pty Ltd Australia 100.00% 100.00% Macquarie Data Centres Macquarie Park Property SubTrust Australia 100.00% 100.00% Macquarie Data Centres Macquarie Park HoldCo Pty Ltd Australia 100.00% 100.00% Macquarie Data Centres Canberra Holdco Pty Ltd Australia 100.00% 100.00% Macquarie Data Centres Canberra InfraCo Pty Ltd Australia 100.00% 100.00% Macquarie Data Centres Sydney HoldCo Pty Ltd Australia 100.00% 100.00% Macquarie Data Centres Sydney InfraCo Pty Ltd Australia 100.00% 100.00% MDC New Site HoldCo Pty Ltd Australia 100.00% 100.00% MDC New Site TopTST Pty Ltd Australia 100.00% 100.00% MDC New Site TopTrust Australia 100.00% 100.00% MDC New Site MidTST Pty Ltd Australia 100.00% 100.00% MDC New Site MidTrust Australia 100.00% 100.00% MDC New Site SubTST Pty Ltd Australia 100.00% 100.00% MDC New Site SubTrust Australia 100.00% 100.00% MDC New Site TopCo Pty Ltd Australia 100.00% 100.00% MDC New Site MidCo Pty Ltd Australia 100.00% 100.00% MDC New Site OpCo Pty Ltd Australia 100.00% 100.00%
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 8 0 7. Other This section details other information and disclosures not included in earlier sections but required to comply with relevant Australian accounting standards and other regulatory bodies. 7.1 Commitments (a) Capital expenditure commitments Estimated capital expenditure contracted for at reporting date but not recognised as liabilities is as follows: 2026 2025 $000 $000 Not later than one year Property, plant and equipment 174,204 180,018 Software 1,008 1,225 Later than one year and not later than five years Property, plant and equipment 6,308 30,057 181,520 211,300 (b) Other expenditure commitments The Group has other expenditure commitments at the reporting date relating to support and maintenance costs: 2026 2025 $000 $000 Not later than one year 53,114 44,239 Later than one year and not later than five years - 25 53,114 44,264 7.2 Auditor’s remuneration The auditor of Macquarie Technology Group is PricewaterhouseCoopers. Amounts received or due and receivable by the auditor of Macquarie Technology Group for: 2026 2025 $ $ An audit or review of the financial report of the Group and any other entity in the Group 494,700 484,000 Other services in relation to the Group and any other entity in the Group 18,640 21,300 513,340 505,300
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Notes to the Consolidated Financial Statements As at 30 June 2026 8 1 7. Other (continued) 7.3 Events after the reporting period In July 2026, the Group exercised a call option to purchase a parcel of land for a new data centre campus in Sydney. The purchase of ~34,200 square metres of land completed on 6 August 2026 for $240 million, before associated costs, which was funded through existing cash reserves and the Group’s corporate debt facility. The Group intends to construct an engineering and technology campus co-located within a ~200MW data centre campus in Macquarie Park. The Group’s designs are subject to obtaining planning and other approvals, and will be refined based on customer requirements, power approvals, construction staging and funding. It is intended that the proposed facility will be designed to incorporate advanced air- cooling technology with limited water usage. The new campus will support research, technology and learning opportunities in conjunction with Macquarie University. The Group intends to continue its successful campus-style approach with initial construction estimated to be completed in late calendar year 2029, subject to planning and other approvals. The campus will build on the Group’s recently announced partnership with Macquarie University and will provide practical, hands-on opportunities for students and researchers to utilise latest data centre, cyber security, AI, and cloud technologies at the new Macquarie Park campus, creating pathways for students and academics to have direct experience in technology and engineering in collaboration with industry. The Group is not aware of any matter or circumstance that has arisen since the end of the financial year that has significantly affected the Group’s operations, results or state of affairs, or may do so in future years. 7.4 Other material accounting policies (a) New and amended accounting standards effective during the year All accounting standards that are effective have been adopted during the year in the financial statements. (b) New and amended accounting standards not yet effective Certain new accounting standards and amendments have been published that are not mandatory for 30 June 2026 reporting periods. Any new or amended Accounting Standards or Interpretations that are not yet mandatory have not been early adopted. The Group is assessing the impact from the adoption of these new and amended accounting standards not yet effective. (c) Other accounting policies Accrued income Accrued income represents the estimated amount of unbilled services provided to all customers as at the balance date after taking into account all discounts as applicable. Accrued income are treated as financial assets for impairment purposes. Prepayments Prepayment expenses are primarily related to expenses paid in advance and deferred over the life of the contract. Make good provision A provision has been made for the present value of anticipated costs for future restoration of leased land and buildings. The provision includes future cost estimates associated with closure of the premises. The calculation of this provision requires assumptions such as application of lease end dates and cost estimates. The provision recognised for each site is periodically reviewed and updated based on the facts and circumstances available at the time. Changes to the estimated future costs for sites are recognised in the statement of financial position by adjusting the asset and the provision. Reductions in the provision that exceed the carrying amount of the asset will be recognised in profit or loss.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Consolidated Entity Disclosure Statement 8 2 Name of entity Type of entity Trustee, partner or participant in JV % of share capital Country of incorporation Tax residency Australian resident* Foreign jurisdiction Macquarie Technology Group Limited Body corporate - Australia Yes n/a Macquarie Technology Operations Pty Limited Body corporate - 100% Australia Yes n/a Macquarie Infratech Group Pty Limited Body corporate - 100% Australia Yes n/a Macquarie Digital Infrastructure Pty Ltd Body corporate - 100% Australia Yes n/a Macquarie Hosting (Singapore) Pte Limited Body corporate - 100% Singapore Yes n/a Macquarie Cloud Services Pty Limited Body corporate - 100% Australia Yes n/a Macquarie Cloud Pty Limited Body corporate - 100% Australia Yes n/a Macquarie Data Centres Macquarie Park InfraCo Pty Ltd Body corporate - 100% Australia Yes n/a Macquarie Data Centres Group Pty Ltd Body corporate - 100% Australia Yes n/a Macquarie Data Centres Manager Pty Ltd Body corporate - 100% Australia Yes n/a Macquarie Data Centres Macquarie Park Campus HoldCo Pty Ltd Body corporate - 100% Australia Yes n/a Macquarie Data Centres Macquarie Park Property TST Pty Ltd Body corporate Trustee 100% Australia Yes n/a Macquarie Data Centres Macquarie Park Property Trust Trust - n/a n/a Yes n/a Macquarie Data Centres Macquarie Park Property SubTST Pty Ltd Body corporate Trustee 100% Australia Yes n/a Macquarie Data Centres Macquarie Park Property SubTrust Trust - n/a n/a Yes n/a Macquarie Data Centres Macquarie Park HoldCo Pty Ltd Body corporate - 100% Australia Yes n/a Macquarie Data Centres Canberra Holdco Pty Ltd Body corporate - 100% Australia Yes n/a Macquarie Data Centres Canberra InfraCo Pty Ltd Body corporate - 100% Australia Yes n/a Macquarie Data Centres Sydney HoldCo Pty Ltd Body corporate - 100% Australia Yes n/a Macquarie Data Centres Sydney InfraCo Pty Ltd Body corporate - 100% Australia Yes n/a MDC New Site HoldCo Pty Ltd Body corporate - 100% Australia Yes n/a MDC New Site TopTST Pty Ltd Body corporate Trustee 100% Australia Yes n/a MDC New Site TopTrust Trust - n/a n/a Yes n/a MDC New Site MidTST Pty Ltd Body corporate Trustee 100% Australia Yes n/a MDC New Site MidTrust Trust - n/a n/a Yes n/a MDC New Site SubTST Pty Ltd Body corporate Trustee 100% Australia Yes n/a MDC New Site SubTrust Trust - n/a n/a Yes n/a MDC New Site TopCo Pty Ltd Body corporate - 100% Australia Yes n/a MDC New Site MidCo Pty Ltd Body corporate - 100% Australia Yes n/a MDC New Site OpCo Pty Ltd Body corporate - 100% Australia Yes n/a * All entities are part of a tax consolidated group with Macquarie Technology Group Limited as the head entity and taxpayer in respect of the group.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d – A n n u a l R e p o r t – 3 0 J u n e 2 0 2 6 Consolidated Entity Disclosure Statement 8 3 Basis of preparation This consolidated entity disclosure statement (CEDS) has been prepared in accordance with the Corporations Act 2001 and includes information for each entity that was part of the consolidated entity as at the end of the financial year in accordance with AASB 10 Consolidated Financial Statements. Determination of tax residency Section 295 (3B)(a) of the Corporations Act 2001 defines tax residency as having the meaning in the Income Tax Assessment Act 1997. The determination 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 interpretation: Australian tax residency: the consolidated entity has applied current legislation and judicial precedent, including having regard to the Tax Commissioner's public guidance in Tax Ruling TR 2018/5. Trusts For the purpose of this CEDS, Macquarie Data Centres Macquarie Park Property Trust, Macquarie Data Centres Macquarie Park Property SubTrust, MDC New Site TopTrust, MDC New Site MidTrust and MDC New Site SubTrust are determined to be Australian residents as they are resident trust estates within the meaning of Division 6 of Part III of the Income Tax Assessment Act 1936.
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M a c q u a r i e T e c h n o l o g y G r o u p L i m i t e d Directors’ Declaration 8 4 In accordance with a resolution of the directors of Macquarie Technology Group Limited, we state that: (1) In the opinion of the directors: (a) The financial statements and notes set out on pages 38 to 81 are in accordance with the Corporations Act 2001, including; (i) Giving a true and fair view of the Group’s financial position as at 30 June 2026 and of its performance for the year ended on that date; and (ii) Complying with Accounting Standards and Corporations Regulations 2001 and other mandatory professional reporting requirements. (b) There are reasonable grounds to believe that the Group will be able to pay its debts as and when they become due and payable. (c) The information provided in the Consolidated Entity Disclosure Statement, set out on pages 82 to 83 of the financial report is true and correct. (2) The declaration has been made after receiving the declarations required to be made to the directors in accordance with section 295A of the Corporations Act 2001 for the financial period ended 30 June 2026. (3) In the opinion of the directors, as at the date of this declaration, there are reasonable grounds to believe that the members of the Closed Group identified in Note 6.1(b) will be able to meet any obligations or liabilities to which they are or may become subject, by virtue of the Deed of Cross Guarantee. Note 1.2 confirms that the financial statements also comply with International Financial Reporting Standards as issued by the International Accounting Standards Board. On behalf of the Board, David Tudehope Chief Executive Sydney 26 August 2026
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PricewaterhouseCoopers, ABN 52 780 433 757 One International Towers Sydney, Watermans Quay, Barangaroo NSW 2000, GPO BOX 2650 Sydney NSW 2001 T: +61 2 8266 0000, F: +61 2 8266 9999, 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 Macquarie Technology Group Limited Report on the audit of the financial report Our opinion In our opinion, the accompanying financial report of Macquarie Technology Group 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 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’s declaration. 85
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86 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.
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87 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 and Risk Management Committee. Key audit matter How our audit addressed the key audit matter Revenue recognition - Revenue from contracts with customers (Refer to note 2.2) The majority of the revenue from contracts with customers is generated from service revenue.We considered revenue recognition a key audit matter because: • revenue is the most financially significant item in the consolidated statement of comprehensive income; • there are high volumes of transactions with customers that may relate to more than just the current financial period; and • revenue recognition relies on the successful interaction of systems and information from carriers for accurate billing to customers. We performed the following procedures over revenue recognition, amongst others: • evaluated the design and performed tests ofoperating effectiveness for selected controls related to revenue recognition including unit pricing, verification of customer usage and reconciliation of revenue data between IT systems. • for a selection of journal entries with specific risk characteristics that impact revenue balances, our procedures included agreeing selected journal entries to supporting documentation and discussing with management the underlying rationale for those journal entries. • for a sample of revenue transactions, we evaluated whether revenue had been recorded at the correct amount and in the correct financial period, in accordance with the Group’s revenue recognition policy. This included agreeing transactions recorded to invoice, cash receipts and customer contracts to assess whether: - evidence of an underlying arrangement with the customer existed; and - the performance obligations had been met by the Group • agreed a sample of year end accounts receivable and accrued income balances to subsequent cash receipts. • evaluated the reasonableness of the Group’s revenue disclosures in light of the requirements of the 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. Prior to the date of this auditor’s report, the other information we obtained included the Director Report, Environmental, Social and Governance (ESG) report and
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88 Corporate Governance Statement. We expect the remaining other information to be made available to us after the date of this auditor’s report. Our opinion on the financial report does not cover the other information and we do not and will not express an opinion or any form of assurance conclusion thereon through our opinion on the financial report. We have issued a separate opinion on the remuneration report. 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. When we read the other information not yet received, if we conclude that there is a material misstatement therein, we are required to communicate the matter to the directors and use our professional judgement to determine the appropriate action to take. 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,
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89 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. Report on the remuneration report Our opinion on the remuneration report We have audited the remuneration report included in the directors’s report for the year ended 30 June 2026. In our opinion, the remuneration report of Macquarie Technology Group 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. PricewaterhouseCoopers Marc Upcroft Sydney Partner 26 August 2026