Evolution Healthcare Sustainability Report 2025

Evolution Healthcare Sustainability Report

Reporting period: 2025

Contents 4

GCEO and Board Chair Message

20

Patient Care & Outcomes

6

About Evolution Healthcare

22

Innovation and Future Healthcare

8

Who we are

24

Shareholders and Iwi Partnerships

10

Our Values

26 PIllar 2 - People

11

Governance & Sustainability Framework

28

12

Our Sustainability Approach

14

Our Sustainability Pillars

16

Areas of Focus

18 PIllar 1 - Community

Sustainability begins with People

30 Pillar 3 - Planet 32

Planet & Responsible Operations

34

Participation in GRESB and Green Building Initiatives

36

Conclusion

Unless otherwise specified, metrics included in this report relate to Evolution Healthcare’s wholly-owned entities, being Bowen Hospital, Quay Park Specialist Day Hospital, Birthcare Maternity Hospital, Royston Hospital, Wakefield Hospital, Evolve, ABI Rehabilitation, and Proactive Healthcare. Case studies and stories reflect our wider portfolio, including joint venture businesses.

This report has been prepared with reference to the GRI standards.

2

GEMMA NEWLAND REGISTERED NURSE ANAESTHETIC ASSISTANT ROYSTON HOSPITAL

3

Sustainability Report At Evolution Healthcare, sustainability is fundamentally about people, communities, and the long-term resilience of our healthcare system. This report marks an important first step in sharing how we embed responsible growth, innovation, and values-led care into everything we do.

Evolution Healthcare plays a vital role in complementing the public health system by improving access to treatment, supporting rehabilitation, and enabling patients to return to independence. Through ongoing investment in our facilities, technology, and people, we help strengthen the resilience and capacity of the wider health sector.

Delivering high-quality healthcare is inextricably linked with supporting the wellbeing of our people, partnering meaningfully with communities, respecting Te Ao Māori perspectives, and operating in a way that sustains resources for future generations.

While our reporting will continue to evolve, this report reflects our commitment to transparency, long-term investment, and the wellbeing of the communities we serve.

Adjunct Associate Professor Simon Keating Group Chief Executive Officer Evolution Healthcare

4

Scott Pickering Evolution Board Chair Evolution Healthcare

GRADUATE WELCOME WAKEFIELD HOSPITAL 5

About Evolution Healthcare Evolution Healthcare is a leading provider of private hospitals, rehabilitation services and specialist care across Aotearoa New Zealand. Through a national network of facilities and clinical partnerships, we support patients across the full continuum of care, from elective procedures to rehabilitation and recovery.

Our purpose is to enhance the health, recovery and wellbeing of New Zealanders.

This reflects a focus not only on treatment, but on outcomes, patient experience and long-term quality of life for the people and communities we serve. Care is delivered in close partnership with clinicians, health professionals and support teams whose expertise underpins safe and effective services.

Operating within a complex healthcare environment requires strong governance, responsible investment and collaboration across the wider health system. We work alongside clinicians, patients/kiritaki, communities, iwi, partners and investors to ensure our services remain accessible and responsive to changing health needs across New Zealand.

6

Surgical Hospitals

• • • • •

Bowen Hospital Royston Hospital Wakefield Hospital Grace Hospital* Anglesea Hospital* Day Surgeries

• Endoscopy Auckland* • Royston Day Surgery* • Quay Park Specialist Day Hospital • Shore Surgery Specialist Day Hospital* Maternity Hospital

• Birthcare Auckland Physiotherapy Clinics

Multiple centres throughout New Zealand Occupational Health

Nationwide service across New Zealand Residential Disability Services

Multiple homes throughout the North Island Oncology

Bowen Icon Cancer Centre* Rehabilitation Inpatient

• Auckland • Hamilton • Wellington Community Rehabilitation Services

National Service

*Partnerships 7

Who we are Evolution Healthcare is a leading provider of healthcare services in New Zealand.

Our group has many comprehensive and specialist day hospitals, a maternity hospital and a range of specialist health and wellbeing services.

Who we are

* Our numbers *

Our numbers

6

HOSPITALS

3

POST ACUTE INPATIENT BRAIN INJURY REHABILITATION FACILITIES

1

MATERNITY HOSPITAL

*Some businesses are partnerships *Some businesses are partnerships

4

8

NATIONWIDE LOCATIONS

43

COMMUNITY REHABILITATION CLINICS

3

INTEGRATED CARE PATHWAYS DELIVERED NATIONALLY

1,300

STAFF MEMBERS

3

DAY SURGERIES

5

OCCUPATIONAL HEALTH SERVICES DELIVERED NATIONALLY

12

RESIDENTIAL DISABILITY SERVICES

39

PROACTIVE REHABILITATION CLINICS

1

CANCER CARE CENTRE

5

9

Our Values Values Our values guide everyday decisions, relationships, and service delivery.

Integrity Manaakitanga

Commitment Manawanui

Caring for patients, communities and each other.

Investing for the long-term in care, outcomes, and staff.

Collaboration Kotahitanga

Innovation Auahatanga

Working together with clinicians, communities, iwi shareholders and investors.

Delivering new ways to improve care and patient experience.

At Evolution Healthcare, our values guide our interactions, decision and patient experience across our hospitals and health services. Grounded in Manaakitanga, Manawanui, Kotahitanga and Auahatanga, we are committed to delivering healthcare with integrity, commitment, collaboration and innovation, always putting people at the heart of what we do.

These values shape how we care for patients & kiritaki (clients), support our people, partner with specialists and contribute to healthier communities across New Zealand.

10

Governance & Sustainability Framework Sustainability at Evolution Healthcare is overseen by the Board and executive leadership.

Sustainability considerations are being incorporated into strategic planning and operational decisionmaking across the Group.

To strengthen transparency and continuous improvement, we participate in recognised benchmarking frameworks including the Global Real Estate Sustainability Benchmark (GRESB), alongside working with Toitū Envirocare on our carbon measurement and assurance programmes. These external assessments provide independent insight into our performance and inform areas for continuous improvement.

Sustainability Governance

Evolution Healthcare Board

Strategy Oversight

&

clinical Governance Clinical Governance Committe

People & Culture Committee

People

Audit & Risk Committee

Financial Enterprise Risk

&

Executive

Organisational Leadership Sustainability Committee

Guiding Delivering

Sustainability Leads

11

Our Sustainability Approach At Evolution Healthcare, sustainability is not a new direction it is a formalisation of the way we already care for people, patients, and communities every day.

Our approach is grounded in a simple principle: care and community outcomes come first.

Sustainability for us is fundamentally about: • the outcomes patients experience • the wellbeing of whānau and communities • the resilience of the healthcare system These priorities shape how we operate. Our sustainability framework brings structure and consistency to this work as we continue to grow.

Supporting Communities We work in partnership with clinicians, patients/ kiritaki, communities, iwi, partners and investors to strengthen health outcomes. This includes: • collaboration across the health system • supporting equitable access to care • contributing to the long-term wellbeing of the communities we serve People Enable Great Care Delivering safe, high-quality care depends on our people. We focus on building a workforce that is: • capable and well-supported • safe and inclusive • enabled to deliver the best possible outcomes for patients Workforce capability, wellbeing and inclusion are not separate sustainability themes — they are essential inputs to excellent care.

12

Formalising Our Environmental Responsibility Caring for people also means caring for the environment that supports health and wellbeing.

Our environmental focus is: • necessary - recognising the role healthcare plays in environmental impact • responsible - taking steps to reduce that impact • pragmatic - balancing progress with realities • evolving - building capability over time We are formalising and strengthening practices that already exist across our hospitals and sites.

Our Sustainability Framework During the year, we introduced a Group-wide sustainability framework to provide greater clarity and consistency across the organisation.

This framework: • aligns activity across sites • helps prioritise effort and investment • supports governance and accountability • provides a foundation for future measurement and reporting Importantly, it does not redefine how care is delivered. Instead, it supports and strengthens the way we already operate.

CHARLIE POWDRILL HEALTHCARE ASSISTANT BOWEN HOSPITAL

13

Our Sustainability Pillars Sustainability at Evolution is centred around three interconnected pillars: Community, People and Planet.

SUSTAINABILITY

14

Community

People

Planet

Working collaboratively with clinicians, partners, iwi and local communities to strengthen health outcomes and wellbeing.

Supporting a safe, inclusive and capable workforce that delivers high-quality care for patients.

Reducing our environmental impact and assessing opportunities to embed responsible practices into operations, infrastructure, and future development.

ROUND THE BAYS

HELENA DING THEATRE INFORMATICS MANAGER EVOLUTION HEALTHCARE

ICY HAN ASSISTANT ACCOUNTANT EVOLUTION HEALTHCARE

LYNN LIANG GROUP REPORTING MANAGER EVOLUTION HEALTHCARE

15

Areas of Focus Our areas of focus are the sustainability topics that matter most to our business. They are informed by our purpose - enhancing the health, recovery and wellbeing of New Zealanders - and by the pillars set out in our Sustainability Policy: our community, our people, and the planet.

These focus areas reflect our current material risks and opportunities, informed by stakeholder views, reviewed by management through the Sustainability Committee, and overseen by Evolution Healthcare’s Board. These areas will continue to evolve over time.

Community Community

Patient safety, quality and experience Delivering safe, effective care and a positive experience for patients, whānau and clients; preventing harm; learning from incidents; maintaining accreditation and clinical governance.

INDICATIVE MEASURES / EVIDENCE

• Accreditation status • Patient feedback / satisfaction

16

Community

Community engagement Engaging with and supporting the communities where we operate through outreach, education, and partnerships aligned to local needs.

INDICATIVE MEASURES / EVIDENCE

• Community partnerships and participation

People People

People

People

Health, safety and wellbeing at work

Workforce capability, learning and development

Diversity, inclusion and belonging

Maintaining a safe, healthy and supportive work environment; preventing harm; strengthening psychosocial safety; supporting workforce wellbeing and care culture.

INDICATIVE MEASURES / EVIDENCE

• Injury and illness rates • Incidents and near misses • Wellbeing survey insights

Building workforce capability to deliver high-quality care; supporting professional development, training, and continuous improvement.

INDICATIVE MEASURES / EVIDENCE

• Training participation/ hours (where available) • Competency and development programmes

Fostering an inclusive workplace that reflects the communities we serve; promoting diverse perspectives and equitable opportunities across the organisation.

INDICATIVE MEASURES / EVIDENCE

• Workforce diversity metrics • Engagement survey results

Planet Planet

Climate action: greenhouse gas emissions (Scope 1 & 2) and net-zero pathway Reducing emissions in line with our net-zero (Scope 1 and 2) by 2040 target, with initial focus on key Scope 1 sources (including vehicle fleet, natural gas for heating) and continued progress on Scope 2 in New Zealand’s electricity context.

INDICATIVE MEASURES / EVIDENCE

• Scope 1 and 2 emissions (tCO2-e) • Progress vs reduction targets

Planet

Resource use: energy and renewables Improving operational efficiency through reduced energy consumption and peak demand management; assessing renewable options and upgrades across sites.

INDICATIVE MEASURES / EVIDENCE

• Energy use (kWh/GJ) and intensity • % renewable energy (where measurable)

Sustainable buildings and construction

Planet

Waste and circularity (including clinical waste and singleuse items) Progressing opportunities for clinical waste disposal and recycling.

INDICATIVE MEASURES / EVIDENCE

• Waste to landfill vs diverted • Clinical waste trends • Recycling initiatives participation

Planet

Considering sustainability in new builds and INDICATIVE MEASURES / EVIDENCE refurbishments (energy-efficient systems, water • Project sustainability criteria applied efficiency, wastewater monitoring where feasible) • Energy/water efficiency upgrades delivered and reducing construction-related waste.

• Construction waste practices (where tracked)

17

Community 18

100%

NPS for 2025 was 87

accredited

98.7% of patients rating the quality of their care as “very good” or “good”

31

Supported

Delivered 31 community events and initiatives across New Zealand in 2025

19 Scholarships invested in community initiatives in 2025 supporting education (16 Employee Scholarships and 3 Undergraduate Scholarships)

12

community organisations, initiatives, and charities

14 new graduate Registered Nurses were supported in 2025

7 active community partnerships across Aotearoa, including 3 Pasifika community relationships in the North Island 3 Iwi/marae relationships in the North Island 1 Kāi Tahu Rongoā Māori network relationship in the South Island

Community

Highlights 2025 QIC Safety Award The WebPAS Patient Journey Boards project received the QIC Innovation Award for Safety, recognising its role in improving visibility of patient care pathways and enhancing coordination across hospital teams. Developed to replace manual whiteboards and reduce the risk of duplicated administration, inconsistency and human error, the electronic boards provide a real-time view of patient occupancy and theatre progress drawn from webPAS. The solution was designed to be practical, privacy-conscious and cost-effective, while supporting communication, handover and workload visibility across clinical and operational teams. Rolled out across multiple sites, the project has helped create safer, more connected care and has provided a strong proof of concept for wider implementation across Evolution hospitals.

JULIAN LOH SUSTAINABILITY MANAGER (CLIMATE, NATURE AND INNOVATION), QIC

KERRI COOLEY WARD SERVICES MANAGER ROYSTON HOSPITAL

TANJA KLUMPERS APPLICATIONS AND SERVICE DESK MANAGER EVOLUTION HEALTHCARE

SCOTT PICKERING EVOLUTION BOARD CHAIR EVOLUTION HEALTHCARE

19

Community

Patient Care & Outcomes Delivering meaningful impact through quality healthcare At Evolution Healthcare, sustainability begins with the outcomes we deliver for our kiritaki (patients). Every interaction, treatment, and recovery journey contributes to healthier communities and long-term wellbeing.

Our Patients & Kiritaki (Clients) Understanding who we care for helps shape how we deliver services.

Hospitals*

27,000 supported across services

Birthcare

2505 supported across services

ABI Rehabilitation

6,530 supported across services

Locations: Nationwide

Proactive Healthcare

12,000 supported across services

Locations: 42 across New Zealand

93 supported across services

Locations: Auckland: 2 Gisborne: 1 Whangarei: 1 Hawke’s Bay: 1 Palmerston North: 1

Evolve Rehab

*Bowen Hospital, Quay Park Specialist Day Hospital, Royston Hospital, Royston Day Surgery, Wakefield Hospital, Anglesea Hospital.

20

Locations: Auckland: 2 Wellington: 2 Hamilton: 1 Hawke’s Bay: 2

Location: Auckland: 1

Age = 49 years old A snapshot of Average Range = 15-93 years old. our patients & surgeries performed in 2025 Kiritaki (Clients) Supporting patients across a range across our group of specialties. Enabling faster

27,000

40s

h of stay:

ays

50s

60s

70s

80s

90s

Percentage of Clients

20%

30s

Community

ge Age = 49 years old e = 15-93 years old.

15%

10% 5%

0%

Ethnicity

<20

20s

30s

40s

access to care and reduced public system pressure.

50s

60s

70s

80s

90s

Patients in our Hospitals* Ethnicity Asian 11% European 75% 48% European-NZ 11% Asian 27% Māori 9% Māori 7%Pacific Pacific 3% Peoples 7%MELAA Other 1% 1% Other

Ethnicity 11% 48% 27% 7% 7%

Average age: 49 years Age range: Under 2-80+ years Average length of stay: Median length of stay:

63 days 75%

38days

ABI Rehabilitation Intensive Rehabilitation: Asian Median number of days European-NZ a kiritaki stays: Māori Pacific Other

35 days

90% of kiritaki discharged home

Average length of stay:

63 days

of Evolve Rehab kiritaki (clients) are male

Cancer care • 1,800 patients families supported through cancer care in 2025 • Holistic support across treatment, recovery, and wellbeing • Care designed to support both patients and their whānau

38%

of Evolve Rehab kiritaki (clients) are Māori

Nurturing Postnatal Care 2,505 patients received post-natal care in 2025.

Why This Matters Patient care is at the centre of sustainable healthcare delivery.

By improving outcomes such as recovery rates, length of stay, and discharge home, Evolution Healthcare: • Enhances quality of life for patients, kiritaki and whānau • Reduces pressure on the public health system • Supports long-term community wellbeing • Delivers measurable social impact

21

Community

Innovation & Future Healthcare Innovation is a core enabler of sustainable healthcare at Evolution.

By investing in advanced technology, clinical systems and future-ready infrastructure, we aim to improve patient outcomes, support our clinicians, and strengthen long-term resilience across our services.

Technology Advancing Care Across our hospitals we continue to invest in modern clinical technologies that enhance precision, safety and patient experience. Key investments include: •

Advanced infection control and theatre systems: supporting sterile environments, reducing procedural risk, and strengthening patient safety standards.

•

3D visualisation and augmented reality surgical microscopes: providing enhanced clarity and depth perception to support greater surgical precision and improved clinical outcomes.

•

Advanced imaging and guidance platforms for ophthalmology and orthopaedics: enabling more accurate diagnosis, planning, and execution of complex procedures.

•

Tools that support patient comfort and optimise procedural workflows, contributing to a more efficient and seamless care experience from admission through to recovery.

Together, these investments support consistent standards of care and strengthen the quality of services delivered across our facilities.

22

DR KENNY DU TOIT, UROLOGIST MEDTRONIC HUGO™ SURGICAL ROBOT FAMILY EVENT ROYSTON HOSPITAL

Community Robotic-Assisted Surgery Evolution Healthcare has invested in robotic assisted surgical platforms across multiple sites, expanding access to minimally invasive and highly precise procedures. These include:

•

da Vinci Xi Surgical Systems at Wakefield and Grace Hospitals: supporting minimally invasive procedures across a range of surgical specialties, enabling reduced incision size and faster recovery.

•

Stryker 4K Platform Technology Robot: providing high-definition visualisation to support surgical precision, enhance workflow efficiency and improve overall procedural performance. Stryker MAKO Robot

•

DePuy Velys Orthopaedic Robot: enabling tailored and precise joint replacement procedures aligned to individual patient anatomy.

•

•

Medtronic Hugo™, Smith+Nephew CORI, Stryker MAKO/4K: for enhanced surgical planning, real time guidance and improved procedural accuracy across multiple hospitals.

Stryker Mako SmartRobotics: enabling joint replacement with 3D, CT-based pre-planning and improved cut accuracy1. This can lead to improved functional outcomes2 and reduced post-operative pain3.

•

Toumai® Surgical Robotic System: an advanced robotic surgical platform that combines high-definition 3D visualisation, multi-arm robotic precision, and integrated telesurgery capability to support complex minimally invasive procedures. Designed for specialties including urology, general surgery, gynaecology, and thoracic surgery.

•

Smith+Nephew CORI Orthopaedic Robot: supporting precise and personalised joint replacement procedures through realtime data and surgical planning to improve accuracy and patient outcomes.

These systems support improved recovery times, reinforced surgical consistency, and strengthened clinical capability across our facilities.

References: 1. Walgrave, S & Oussedik, S 2023, ‘Comparative assessment of current robotic-assisted systems in primary total knee arthroplasty’, Bone & Joint Open, vol. 4, no. 1, pp. 13–18.

2. Kayani B, Konan S, Tahmassebi J, Pietrzak JRT, Haddad FS. Robotic-arm assisted total knee arthroplasty is associated with improved early functional recovery and reduced time to hospital discharge compared with conventional jig-based total knee arthroplasty: a prospective cohort study. The Bone and Joint Journal. 2018;100-B:930-7.

3. Bhimani, S. J., Bhimani, R., Smith, A., Eccles, C., Smith, L., & Malkani, A. (2020). Robotic-assisted total knee arthroplasty demonstrates decreased postoperative pain and opioid usage compared to conventional total knee arthroplasty. Bone & Joint Open, 1(2), 8–12. https://doi. org/10.1302/2046-3758.12.bjo-2019-0004.r1

23

Community

Shareholders & Iwi Partnerships Sustainability at Evolution Healthcare is closely linked to our ownership structure and long-term investment approach.

Our shareholders bring institutional discipline and an intergenerational perspective that supports resilient, future-focused healthcare delivery.

Long-Term Investors

“As stewards of our clients’ capital, we seek to manage our environmental, social and governance (ESG) risks and play a part in investment solutions that deliver asset and portfolio resilience and value beyond financial returns.”

- QIC

Evolution Healthcare is supported by institutional investors, including QIC. Our ownership model enables: • Responsible capital investment in facilities, technology and clinical capability • Strong governance and risk oversight • A disciplined focus on long term operational performance • Alignment between financial sustainability and quality patient care This long-term perspective supports continued investment in future ready infrastructure while maintaining prudent financial management.

Iwi Shareholders and hapu and mana whenua representatives Our iwi shareholders contribute an intergenerational perspective that is driven by stewardship and community wellbeing. These partnerships strengthen our approach to cultural integrity, community wellbeing, and equitable access to healthcare.

Through engagement with iwi, we are supported to: • Strengthen cultural capability and responsiveness • Embed values aligned with whānau and community wellbeing • Maintain a long-term view of healthcare access and service delivery • Sustain relationships that extend beyond commercial outcomes This perspective reinforces sustainability as a shared responsibility for both current and future generations.

Sustainability as Growth Enabler We view sustainability as foundational to enduring growth.

Responsible capital allocation, strong clinical governance and alignment between shareholders, iwi, and communities support long-term value creation.

By aligning ownership, governance and purpose, Evolution Healthcare aims to deliver high-quality care today while building a resilient organisation for the future.

24

25

Community

About our people noting this is voluntary reporting.

Average Age = 45 years old Age range1

Average Age = 45 years old Average Age = 45 years 30% old 25%

20% 15% 10%

25%

20% 20%

0%

0%

36-45

Workplace fatalities = 0

46-55

56-65

30% 25%

10% 10% 5%

26-35

Average Age = 45 years old

15%

15%

5%

<25

Average Age

Percentage of People

Percentage of People

People

Percentage of People

25% Percentage of People

45

30%

30%

5%

66+ 0%<25

26-35

<25

46-55

26-35

36-45

56-65

46-55

15% 10%

66+ 5%

56-65 0% <25

66+ 26-35

36-45

46-55

56-65

66+

Ethnicity1 45% 6% 5% 44%

European-NZ Māori Pacifica Other / not provided

Gender1

80.20%

60%

Engagement score2

Notifiable incidents = 0 Lost-time injury frequency rate = maintained under industry benchmark Workforce Capability Competency programmes: • PDRP (RN and EN) • Merit Step Programme (Anaesthetic Technicians) • Nursing New Graduate Programme • Specialist competency development for clinical roles • Merit progression (goal setting) for Allied Health

26

36-45

20%

45% 6% 5% 44%

45% European-NZ

European-NZ 6% Māori 5% Pacifica Māori 44% Other / not provided Pacifica 45% European-NZ Other / not provided

6% Māori 5% Pacifica 44% Other / not provided

18.25%

Our Learning Management System currently hosts 186 training modules across a broad range of topics, including clinical practice, health and safety, quality, leadership, communication, cultural awareness, and customer service.3 Training Participation3 Mandatory training participation remains a key focus, with approximately 86% of staff completing required training through the ELMO platform.

Core mandatory training requires a minimum commitment of seven hours per staff member, excluding additional role-specific training requirements for certain teams, such as midwives.

3,853 training hours recorded.4

1 Wakefield Hospital, Bowen Hospital, Royston Hospital, Royston Day Surgery, Corporate, Quay Park Specialist Day Hospital, Shore Surgery Specialist Day Hospital, Birthcare, Evolve Rehab, ABI Rehabilitation, Proactive Rehab. 2 Wakefield Hospital, Bowen Hospital, Royston Hospital, Royston Day Surgery, Corporate, Quay Park Specialist Day Hospital, Shore Surgery Specialist Day Hospital, Birthcare, Evolve Rehab, ABI Rehabilitation, Proactive Rehab, Proactive Occ Health, Anglesea Hospital. 3 Wakefield Hospital, Bowen Hospital, Royston Hospital, Royston Day Surgery, Corporate, Quay Park Specialist Day Hospital, Shore Surgery Specialist Day Hospital, Birthcare, Evolve Rehab. 4 Wakefield Hospital, Bowen Hospital, Royston Hospital.

People

Highlights of 2025 Pride Pledge At Evolution Healthcare, our greatest sustainability impact is the care we deliver and the communities we serve.

Taking the Pride Pledge reflects our commitment to ensuring every person, including members of rainbow communities, experiences safe, inclusive and respectful care.

This commitment is not separate from how we operate. It is an extension of our values in action, supporting better patient outcomes, strengthening trust with communities, and fostering a workforce where people feel safe, respected and able to deliver high-quality care.

We continue to build on this through practical actions that strengthen inclusion across our teams and the care we provide.

HE AUTAIA QUALITY AWARD WINNERS Dr Christine Howard Brown, Chief Executive Health & Wellbeing, Evolution Healthcare. Te Rina Ruru-Pelasio, Joanna Young, Arohanui Baker Toopi ABI Rehabilitation. Adjunct Associate Professor Simon Keating Group Chief Executive Officer, Evolution Healthcare.

He Autaia Quality Awards ABI’s Te Hekenga-ā-Ora initiative was recognised through the He Autaia Quality Awards for its commitment to cultural excellence and more equitable rehabilitation outcomes. Guided by a Māori Development Plan, the initiative reflects a transformational approach to delivering care that better supports the wellbeing of kiritaki, whānau, and communities. By embedding mātauranga Māori, strengthening cultural safety across the workforce, and creating more meaningful, whānau-centred experiences, Te Hekenga-ā-Ora demonstrates ABI’s commitment to sustainable change and the delivery of healthcare that creates lasting positive impact for the communities we serve.

27

People

Sustainability at Evolution Starts with People Supporting Our People A skilled, engaged workforce is fundamental to delivering safe, high-quality care. We invest in the wellbeing, development and recognition of our people through a range of initiatives designed to support professional growth and personal resilience.

ANA MARIA SUA BOWEN HOSPITAL CIRCLE OF EXCELLENCE WINNER HE AUTAIA AWARDS

These include:

Wellbeing and Recognition To support our people to deliver high quality care and sustain their own wellbeing, we provide health and wellbeing support, flexible arrangements where possible, additional leave provisions and staff recognition initiatives. The Circle of Excellence Award recognises individuals who exemplify our values in action and contribute meaningfully to patient care and team culture.

Building Clinical Capability We continuously build future clinical capability through structured development pathways. We welcomed our first cohort into our Graduate Registered Nurse programme, supporting newly qualified nurses to transition confidently into clinical practice within our hospitals.

Scholarships & Workforce Equity We also invest in equity and access through scholarship programmes that support undergraduate students, including Māori and Pacific learners, who aspire to careers within healthcare. These programmes contribute to strengthening representation within the health sector and building long-term capability.

Plus more, refer to evolutioncare.com/benefits-at-evolution

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People Cultural Capability and Inclusion

TOM HODGKINSON QIC APPOINTED NED EVOLUTION HEALTHCARE BOARD

SIMON KEATING ADJUNCT ASSOCIATE PROFESSOR, GROUP CHIEF EXECUTIVE OFFICER EVOLUTION HEALTHCARE

JEFF ARTHUR GENERAL MANAGER PROPERTY & PROJECTS EVOLUTION HEALTHCARE

We recognise the importance of cultural capability in delivering safe and effective healthcare across Aotearoa. Programmes supporting Te Reo Māori and tikanga integration are helping to build confidence and understanding within our teams. This aligns with our value of Kotahitanga (Collaboration) and reflects our commitment to partnerships with iwi and communities, alongside broader initiatives that support inclusive environments for all, including our Pride Pledge.

Delivering sustainable healthcare means caring for people today while strengthening outcomes for generations to come.

29

Planet

Keeping waste out of landfill

30

Endoscopy Auckland

58 tonnes

of waste diverted from landfill Grace Hospital

60.70 tonnes

of waste diverted from landfill

01 January 2025 to 30 June 2025

Total Scope 1 emissions (tCO2-e) FY25: 1,255

Total Scope 2 emissions (tCO2-e) FY25: 551

Progress YoY : -4.5%

Progress YoY : +0.4%

Renewable energy (kWh) FY25: 352

Total Recycled Waste (Tonnes) FY25: 92

Progress YoY : +111.3%

Progress YoY : +6.2%

Planet

Highlights of 2025 Toitū Certification Grace Hospital’s achievement of Toitū Carbon Reduce certification reflects a practical step in strengthening how we support the health and wellbeing of our patients and communities.

By measuring, managing and reducing our environmental impact, we are building more resilient, responsible operations that underpin the delivery of high-quality care.

This milestone is part of our broader approach, formalising and enhancing the practices that support long-term health outcomes, both within our hospitals and across the communities we serve.

Toitū Data Verification As a group, we are working with Toitū to strengthen our sustainability efforts. Our first step was to have our baseline emissions data independently verified, which has now been successfully completed, providing confidence in the accuracy of our measurement and reporting processes.

Sustainability Champions We have established a network of 11 Sustainability Champions across the group to support sustainability initiatives at a local level. These champions act as advocates and points of connection between sites, departments and the central sustainability team

He Autaia Quality Awards Royston Day Surgery received the award for Best Project - Equity and Sustainability at the 2025 He Autaia Quality Awards. The project recognised the implementation of reusable containers within the sterile services department, significantly reducing the amount of waste sent to landfill and supporting more sustainable healthcare practices.

Photo: Karen Below, Manahautū Ora | Senior Cultural Advisor.

Lesley Henderson, General Manager, Royston Day Surgery.

Regan Wootton, SSD Team Leader, Royston Day Surgery.

Absent - Nicky Ungerer, Perioperative Services Manager, Royston Day Surgery

Green Star Rating Endoscopy Auckland achieved a 4-Star Green Star rating for its new clinical facility, recognising sustainable design and construction that supports energy efficiency, occupant wellbeing, and reduced environmental impact.

Photo: Becky Ogilvie, Hospital Manager, Endoscopy Auckland.

Liz Ingram, Sustainability Manager, Vital Healthcare Property Trust.

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Planet

Planet & Responsible Operations As a healthcare provider, we recognise our role as stewards of the environment, managing our impacts thoughtfully and progressively while prioritising patient safety, clinical outcomes, and continuity of care.

We are strengthening Group‑wide systems for environmental data collection, enabling more consistent tracking and informed decision‑making over time.

Responsible Facilities Management Effective facilities management is central to reducing environmental impact across our hospitals. Sustainability considerations are being incorporated into construction, refurbishment and operational decision-making, with attention to energy performance, material selection and long-term efficiency.

New developments incorporate energy saving technologies such as: • LED lighting • Low VOC materials • Energy efficient building systems We are also assessing opportunities to enhance performance within existing facilities, prioritising sites where improvements can deliver the greatest impact.

Energy Efficiency and Waste Reduction Pilots We are progressing initiatives to improve energy efficiency and reduce waste across our operations. Targeted programmes are being implemented to strengthen waste segregation, increase recycling and reduce landfill volumes.

Alongside these initiatives, we are working toward more consistent data collection across energy use, emissions and waste. Building a reliable data foundation is a key priority, enabling more structured performance tracking and future target setting.

32

33

Planet

Participation in GRESB and Green Building Initiatives Evolution Healthcare participates in the Global Real Estate Sustainability Benchmark (GRESB), a globally recognised ESG benchmarking framework, to enhance transparency and support continuous improvement. During the year, we achieved a 4‑star GRESB rating, reflecting progress in environmental, social and governance performance across the Group.

We continue to explore sustainability initiatives across our facilities, further enhancing operational efficiency and alignment with industry practice.

34

2 0 22 05 2 5 2025 35

Conclusion At Evolution Healthcare, sustainability starts with the care we provide and the difference that care makes for patients, whānau and communities across Aotearoa New Zealand. This inaugural sustainability report is an important step in formalising that approach.

We work closely with clinicians, our people, iwi partners, shareholders and communities to make decisions with both today and the future in mind.

Through the care we deliver, and through collaboration with clinicians, staff, iwi, partners and communities, Evolution Healthcare is contributing to a healthcare system that delivers lasting benefits for patients and whānau, today and into the future.

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DR CHRISTINE HOWARD BROWN, CHIEF EXECUTIVE HEALTH & WELLBEING, EVOLUTION HEALTHCARE WITH ABI TEAM MEMBER.

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He aha te mea nui o te ao?

Māku e kī atu, he tangata, he tangata, he tangata.

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What is the most important thing in the world?

It is people, it is people, it is people.

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Evolution Healthcare Limited L13, 34 Shortland St Auckland CBD Auckland 1010 New Zealand Evolution Healthcare operates as a private healthcare provider under the ownership of long-term infrastructure investors QIC Limited, Australian Retirement Trust and Te Pūia Tāpapa.

The latter is a direct investment fund managing assets on behalf of 26 iwi and Māori entities.

Find out more about us online at evolutioncare.com