Evotec Se · XETR:EVT
Evotec — Non-Deal Roadshow (February 2026)
56 slides from Evotec's roadshow presentation, February 2026
Slide 1: Corporate Governance Roadshow
Evotec Corporate Governance Roadshow Scientific Operational Excellence Excellence Evotec SE, Corporate Governance Roadshow, February 2026
Slide 2: Disclaimer
Disclaimer This presentation (including any information which has been or may be supplied in writing or orally in connection herewith or in connection with any further inquiries) is being delivered on behalf of Evotec SE (the “Company”, “we,” “our” or “us”). This presentation is made pursuant to Sec
Slide 3: Agenda
Agenda 1. Introduction & Strategic Outlook 2. Governance Structure & Board Activities 3. Remuneration 4. Annual General Meeting PAGE 3
Slide 4: Agenda
Agenda 1. Introduction & Strategic Outlook 2. Governance Structure & Board Activities 3. Remuneration 4. Annual General Meeting PAGE 4
Slide 5: Evotec at a Glance
Evotec at a Glance Headquartered in Customers Hamburg, Germany Sites in the U.S., UK, Oncology Thera- Neurology ~300 ~94% France & Italy No. of new Repeat business peutic key areas customers in 2024 in our partnerships Frankfurt and Nasdaq listing Immunology & Cardio- Inflammation vascular Financial
Slide 6: Accelerating the journey from concept to cure
Accelerating the journey from concept to cure About us >3,500 scientists Co-creating pipelines empowering Partners A robust pipeline of assets, supported by credible partners, with associated A strong commitment to operational milestones and royalty opportunities excellence across all business areas
Slide 7: Pioneering Drug Discovery
Pioneering Drug Discovery Our purpose Unleashing innovation in drug discovery to develop life-changing medicines We are pioneering drug discovery and development, leveraging cutting-edge technology, disruptive science, and AI-driven innovation. Together with our partners, we accelerate the journey f
Slide 8: Exceptional fundamentals in place
Exceptional fundamentals in place … Core strengths are driving scientific excellence Strong customer relationships Commitment, flexibility, problem solving, responsiveness Customer Centricity Scientific Excellence Market relevance Best-in-class, skilled team Differentiated, Highest quality R&D outpu
Slide 9: Versatile commercial model tailor-made to customers’ needs
Versatile commercial model tailor-made to customers’ needs Targeted value proposition Our offerings Our value proposition Our commercial position 3 • Access to cutting edge technology, next-gen biology & AI Pioneering drug • Tailored offer and research program Strategic partnerships & discovery & ri
Slide 10: Innovative platforms drive high value offerings
Innovative platforms drive high value offerings Seamless AI enhanced technologies expand the impact of the value chain E.MPD: Molecular Patient Database Drug Design • Patient stratification • In silico design • Target ID/ validation Data Target ID / Hit Lead Pre-Clinical Clinical Sourcing Validation
Slide 11: Four levers of mid-term value creation
Four levers of mid-term value creation Above market growth rates at better-quality earnings Commitment to Operational Excellence Just – Evotec Biologics – better monetization of technology & assets Upside through returns on asset pipeline PAGE 11
Slide 12: Operating in Highly Attractive Markets
Operating in Highly Attractive Markets Above market growth rates Global R&D spend Outsourcing share $ 260 bn 40% • Global R&D spend with 3% growth 5-7% CAGR 2023-2030 Clinical 15% • Outsourcing trend continuing – drug (addressable CRO Drug Discovery discovery catching up market growth 2023 Clinical
Slide 13: Opening a New Chapter for Growth & Profitability
Opening a New Chapter for Growth & Profitability Above market growth rates 2025 2018 2012 2009 Growth & Profitability Aspire global Build innovation leadership Focus & grow 2025 - 2030 seeds Scientific & operational ‘Back to the roots’ FY 2015 FY 2024 excellence strategy with strong focus on • Reven
Slide 14: Fast Track Toward Asset-Lighter Model
Fast Track Toward Asset-Lighter Model Just – Evotec Biologics Toulouse, France Evotec and Sandoz have signed the sale of Just – Evotec Biologics EU1, including the biologics manufacturing site (J.POD) located in Toulouse, France PAGE 14 1 Completion of transaction remains subject to consultation pro
Slide 15: Attractive Financial Impact Across Multiple Parameters
Attractive Financial Impact Across Multiple Parameters Just – Evotec Biologics • Sale of Just – Evotec’s Biologics manufacturing site in Toulouse (J.POD)1 Scope • Technology license to operate J.POD, Toulouse based on Just – Evotec Biologics’ technology Upfront purchase price2 & Technology Upfront p
Slide 16: Asset Pipeline with ~€16 bn Opportunity
Asset Pipeline with ~ € 16 bn Opportunity (non-risk adjusted) Returns on asset pipeline Pipeline of product opportunities Existing portfolio with long-term revenue upside • >100 assets, of which 60% partnered Non-risk adjusted revenue, in € bn, excluding new pipeline building 2.0 • All preclinical a
Slide 17: Expecting Meaningful Pipeline Advancements
Expecting Meaningful Pipeline Advancements Returns on asset pipeline Q1 2025 Today 2026 • Two assets in Ph III Phase 2 in Q4 2025, expected to grow to up to four assets in Ph II Clinical 2026 +1/+2 • Number of assets Ph I in clinical, pre- clinical, and discovery +1 growing Pre-clinical +1/+2 Improv
Slide 18: Evotec Material Sustainability Topics
Evotec Material Sustainability Topics List of material topics according to ESRS and the location of their IROs in value chain1 Upstream2 Own business Downstream3 Climate change I I I Pollution I I Resource use & circular economy I I Own workforce I Workers in the value chain I R I R Business conduct
Slide 19: Proactive risk management to anticipate future challenges
Proactive risk management to anticipate future challenges Constant monitoring & management of Global Developments and regulatory Obligations The primary risks for Evotec stem from Cyber & IT Security, Compliance Management Board’s Role in Obligations, and challenges related to retaining or hiring Ke
Slide 20: Agenda
Agenda 1. Introduction & Strategic Outlook 2. Governance Structure & Board Activities 3. Remuneration 4. Annual General Meeting PAGE 20
Slide 21: Experienced management team with long-term mission
Experienced management team with long-term mission The management team Experience Experience • 2017 – 2022 CEO of Mediq • 2018 – 2024: • 2005 – 2017 Various CFO of Mediq leadership positions at Linde • 2016 – 2017: Group, since 2007 member CFO of GE Mining of the Group Executive • 2001 – 2016: Commi
Slide 22: Global view and deep experience for best governance
Global view and deep experience for best governance Independent and diverse Supervisory Board • Since 2014 Member of • Since 2019 Member of the • Since 2022 Member of Evotec’s Evotec’s Supervisory Board Supervisory Board Supervisory Board (2021 Chairperson) (2021 Vice Chairperson) • Since 2013, Diff
Slide 23: Work in committees conforms Corporate Governance Code
Work in committees conforms Corporate Governance Code Supervisory Board Committees Remuneration & Audit & Compliance Committee Nomination Committee ESG Committee Tasks Supports the Supervisory Board in indepen- Prepares the appointment of Management Together with the Management Board, the dently mon
Slide 24: Strong commitment and attendance by all Supervisory Board members
Strong commitment and attendance by all Supervisory Board members Frequency of meetings and attendance Supervisory Member ESG Total Board member since SB Meetings ACC RemCom Committee Presence Prof. Dr. Iris Löw-Friedrich 2014 9/9 5/5* 6/6 2/2* 100% (Chairperson) Roland Sackers 2019 8/9 5/5 5/6 – 90
Slide 25: Smooth handover after long-term leadership
Smooth handover after long-term leadership Succession Planning for Chairperson Supervisory Board Chair Succession Process • The current Chair’s term concludes at the Annual General Meeting (AGM) in June 2026. • The Supervisory Board initiated discussions on potential successors following the AGM 202
Slide 26: Enlarge and update competencies within Supervisory Board
Enlarge and update competencies within Supervisory Board Suggested skills and expertise matrix for Supervisory Board 2024 ff. Iris Löw-Friedrich Roland Sackers Constanze (Chair; RemCom (Deputy Chair; Camilla Macapili Ulmer-Eilfort Skills / Expertise Chair) ACC Chair) Languille (ESG Chair) Wesley Whe
Slide 27: Agenda
Agenda 1. Introduction & Strategic Outlook 2. Governance Structure & Board Activities 3. Remuneration 4. Annual General Meeting PAGE 27
Slide 28: Remuneration Policy Review 2026
Remuneration Policy Review 2026 PAGE 28
Slide 29: Remuneration system refined to compete for best talents
Remuneration system refined to compete for best talents Plan type: Annual Target Bonus Base salary Fixed non-performance-related remuneration, paid in 12 equal installments. Plan term: 1-year performance period Payout cap: 150% of target amount Company car or car allowance, insurance premiums, subsi
Slide 30: Timeline 2026
Timeline 2026 Topics for 2026 Final Sign off documents, Implementation following STI achievements & Rem Policy Finalization AGM payout MB Jan Mar May July Investor Roadshow Summer break Feb April June Wrap Up new Rem Policy Invite for AGM with Supervisory Board LTI Grant AGM Prep 2026 PAGE 30
Slide 31: Agenda
Agenda 1. Introduction & Strategic Outlook 2. Governance Structure & Board Activities 3. Remuneration 4. Annual General Meeting PAGE 31
Slide 32: Annual General Meeting 2025
Annual General Meeting 2025 Delivering Transparency, Engagement, and Governance Excellence • Successful in-person AGM aligned under the theme “Pioneering Drug Discovery” • Strong shareholder turnout with ~300 participants on site • Robust shareholder representation, covering 46.5 % of the registered
Slide 33: Annual General Meeting 2026
Annual General Meeting 2026 Alternating order of physical and virtual formats • 2026 AGM to be held in person, reflecting the importance of electing a new Chairperson and several Supervisory Board members • Continued full presence of the Management Board and Supervisory Board to support shareholder
Slide 34: Back Up
Back Up: - Board Activities - AGM 2025 - ESG - Compliance Framework on MAR - Remuneration System PAGE 34
Slide 35: Composition of Supervisory Board reflects good corporate governance
Composition of Supervisory Board reflects good corporate governance Age Limit SB member should be no older than 72 years at the time of (re-)election Appropriate number of independent members • Majority of SB members to be considered as independent incl. Chair of SB, Chair of ACC and Chair of RemCom
Slide 36: Supervisory Board self-evaluation process
Supervisory Board self-evaluation process Evaluation & review of feedback Use of feedback Changes implemented • Solicit detailed input from each • Feedback is discussed by full Supervisory • Progress of implementation of agreed Supervisory Board member regarding Board during September meeting action
Slide 37: All agenda items adopted at AGM 2025
All agenda items adopted at AGM 2025 PAGE 37
Slide 38: ESG Performance
ESG Performance Where we stand Protecting the Planet Empowering People Responsible Business Environmental Social Governance Scope 1&2 reduction Energy consumption (mwh) 45.000 targets (tCO2e) 160.000 147.156 40.000 140.000 129.798 We are monitoring ESG committee 120.000 our suppliers with establishe
Slide 39: Our rating journey
Our rating journey Perception by all relevant rating agencies 2020 2021 2022 2023 2024 2025* 0 60 66 100 48 52 52 Bronze” Silver D- B- B- A+ C- C C “Prime” "Prime CCC AAA BBB A AA AA AA AAA +40 0 18.8 18.1 18.1 19.0 17.7 1 0 100 28 30 30 38 38 0 100 11 19 24 23 41 D- A F2 F2 F2 C D B PAGE 39 *Not al
Slide 40: ESG Governance put on broadened base
ESG Governance put on broadened base ESG Committee (SB) Chief People Officer MB Sponsor Head of Sustainability Owner Enabling Functions & Sustainability Risk ESG Team Ops Leaders Champions Delegates channelling tasks Integration of financial Subject matter experts Implementation of ESG and non-finan
Slide 41: ESG Committee members and steady guests
ESG Committee members and steady guests New Team composition from 2026 SB Representatives Constanze Duncan Committee Lead Operational Expert Topic Owners Iris Christian Aurélie Deborah Governance MB responsibility People Topics Head of Sustainability PAGE 41
Slide 42: Full compliance with EU Market Abuse Regulation (MAR)
Full compliance with EU Market Abuse Regulation (MAR) State-of-the art compliance framework & good governance • Insider-Policy − Revised dedicated Insider-Policy (supplementary to Code of Conduct) in place since NASDAQ IPO in November 2021 • Approved by MB and SB and published on Website (Code of Co
Slide 43: Short-term Incentive (STI)
Short-term Incentive (STI) PAGE 43
Slide 44: Overview Short-Term Incentive - Current
1. Overview Short-Term Incentive - Current Current Plan Design • Plan Design: STI is designed as an annual target bonus • Payout amount depends on level of target achievement of respective performance targets • Performance targets based on financial, strategic and ESG targets • Payout: STI capped at
Slide 45: Overview: Short-Term Incentive - NEW
1. Overview: Short – Term Incentive - NEW Proposed changes • Plan design: STI continues to be designed as an annual target bonus • Payout amount of STI depends on level of target achievement of respective performance targets • Performance targets: − NEW:Change targets to financial (80%) and strategi
Slide 46: Short-Term Incentive: Measuring achievements & Payout curve
1. Short – Term Incentive Measuring achievements & Payout curve – Flexible Curve NEW Flexible curve Legal Requirements • Section 87a (1) AktG: Remuneration system must disclose how target achievement of performance metrics applied in variable remuneration is determined, i.e., performance standard fr
Slide 47: Long-term Incentive (LTI)
Long-term Incentive (LTI) PAGE 47
Slide 48: Long-Term Incentive - Current
2. Long-Term Incentive - Current Current Plan Design • Plan design: The LTI is designed as a Performance Share Plan with a four-year performance period. • KPIs: The final number of share performance awards depends on the growth of adjusted Group EBITDA* and relative TSR performance. Additionally, an
Slide 49: Long-Term Incentive - Future
2. Long-Term Incentive - Future Future Plan Design • NEW- Plan design: Four-year plan term shall be split into three-year performance period and one-year waiting period. The 3+1 model facilitates target setting while ensuring compliance with GCGC as well as legal requirements for payout in shares. •
Slide 50: Deep Dive: Relative TSR & Peer Group
2. Long-Term Incentive Deep Dive: Relative TSR & Peer Group NOW The companies listed in the TecDAX are used as the peer group for relative TSR measurement. As part of the revision of the remuneration system, the TSR peer group has been reviewed regarding its suitability for Evotec. NEW As a result o
Slide 51: Relative TSR Peer Group: TecDAX vs International Peer Group
2. Long-Term Incentive Deep Dive: Relative TSR & Peer Group NOW: TecDAX NEW: Int. Peer Company Aixtron Atoss Software Bechtle Revenue 2024 (in € million) 633 171 6,306 Employees 2024 1,207 820 15,801 Avg. market cap. July 2025 (in € million) 1,796 2,175 4,890 Country CH DK SE Group Company Bachem Ho
Slide 52: Deep Dive: ESG Catalogue
2. Long-Term Incentive - Future Deep Dive: ESG Catalogue NOW Currently, an ESG modifier is implemented in the LTI, which can take values of 0.9 and 1.0 (as a malus) NEW • ESG target shall be continue to be a modifier • The ESG target shall be based on an ESG criteria catalogue, from which the Superv
Slide 53: Share Ownership Guidelines
Share Ownership Guidelines PAGE 53
Slide 54: Share Ownership Guidelines (SOG) - Current
3. Share Ownership Guidelines (SOG) - Current Status Quo – 5 year build up phase & forced deferrals in shares Current Personal Investments ELTI Plans Vests Equity deferral from STI Shares held • Based on German law MB members can get appointed in their first contract for 3 years maximum and any cons
Slide 55: Share Ownership Guidelines (SOG) Future
3. Share Ownership Guidelines (SOG) Future Future Set Up Personal Investments LTI Plans Vests NEW Equity deferral from STI • NEW: SOG: Shares held • CEO: Reduce SOG target for CEO to 200% to align with benchmark • Ordinary board members: Maintain LTI at 100% of Base Pay • Deferral: Reduce percentage
Slide 56: Presenters and contacts
Prof. Dr. Iris Löw-Friedrich, Chairperson of Supervisory Board Dr. Sarah Fakih, Head of Global Communication & IR Dr. Christian Dargel, Global Head of Legal & Compliance