Announcement PDF 2026 ENVIRONMENT, SOCIAL & GOVERNANCE REPORT 2026 REPORTING SCOPE AND BOUNDARIES 1 The ‘operational control’ reporting boundary is based on asset operatorship and involves consolidating data for all assets operated by the company even if partly owned by other companies, with 100% of the data from the operated assets being included in reporting. 2 The ‘equity share’ reporting boundary is based on asset ownership, and involves consolidating data from all owned, or partly owned, assets in proportion to the reporting company’s percentage share of equity in the assets, irrespective of who the operator is. Strike is the operator of all its assets, and information is reported in this report on an ‘operational control’1 basis. Strike has joint venture partners and, as a result, Strike also reports GHG emissions on both an operational control and an ‘equity share’2 basis. Strike’s assets and joint venture shares and partners are listed in Table 1. The scope of this report considers activities undertaken by Strike for the duration of the reporting period, reported as totals. People-related data is disclosed based on numbers at the end of the reporting period and not as an average or total across the reporting period. People-related data included in this report refers to all direct employees and contractors within Strike’s operations. The location of data and disclosures associated with each of the material topics in this report is indicated in the Global Reporting Initiative (GRI) Content Index. A summary of key performance metrics is provided in the Performance Data section. This report covers Strike’s direct operations only and includes the following entities: Strike West Pty Ltd, Strike South West Pty Ltd, Strike South Pty Ltd, Strike North West Pty Ltd. During this reporting period, exploration activities included the drilling and well testing of the Walyering West-1 well. Metrics associated with the drilling activities have been included in Greenhouse Gas (GHG) Emissions, Work Health & Safety and Asset Integrity and Critical Incident Management Chapters only and not included in the Non‑discrimination and Equal Opportunity Chapter as their personnel are not direct Employees or Contractors. ABOUT THIS REPORT The FY26 ESG Report provides an overview of performance relating to Strike Energy Limited’s (Strike) material Environmental, Social and Governance (ESG) topics for the financial year ending 30 June 2026. This report aims to describe and measure Strike’s positive and negative impacts and includes performance against specific targets as well as information on how Strike manages impacts related to each material topic. This is Strike’s fifth annual ESG Report. Users should read this report in conjunction with its FY26 Annual Report covering the 12-month period from 1 July 2025 to 30 June 2026 to gain a comprehensive understanding of Strike’s business, operations, and overall performance. In this report, unless otherwise stated, references to ‘Strike’ and the ‘Company’ refer to Strike Energy Limited and its subsidiaries, and all references to currency are in Australian dollars. This ESG Report was prepared by MCC Sustainable Futures in collaboration with Strike and has been reviewed and approved by Strike’s Board of Directors. Appendicies Acting with Integrity Responsible Environmental Management Climate Resilience People & Community ESG at Strike Overview STRIKE ENERGY LIMITED | ESG REPORT 2026 2 ACKNOWLEDGEMENT OF COUNTRY Strike respectfully acknowledges the Aboriginal and Torres Strait Islander Peoples of this nation and their ongoing connection to culture and country. We are committed to maintaining positive, long-term and trusting relationships. We pay our respects to their elders and leaders, past, present and emerging. FRAMEWORKS AND STANDARDS This report has been prepared with reference to the Global Reporting Initiative (GRI) sector standard GRI 11: Oil and Gas Standard (2021), as well as the GRI Universal Standards (2021). Strike is currently preparing to report in alignment with Australia’s mandatory reporting framework Australian Accounting Standards Board S2 (AASB S2) in the next reporting period. Prior to this occurring, Strike continues to prepare this report with guidance from the Taskforce for Climate‑related Financial Disclosures (TCFD). As global reporting shifts towards a more standardised approach, Strike expects its disclosures to continue to evolve in alignment with these standards. DISCLAIMER This Report includes forward-looking statements within the prevailing regulatory laws of applicable jurisdictions. Forward-looking statements can generally be identified by the use of words such as “may”, “will”, “expect”, “intend”, “plan”, “estimate”, “anticipate”, “believe”, “continue”, “objectives”, “targets”, “outlook” and “guidance”, or other similar words and may include, without limitation, statements regarding estimated reserves and resources, certain plans, strategies, aspirations and objectives of management, anticipated production, study or construction dates, expected costs, cash flow or production outputs and anticipated productive lives of projects and mines. Such statements are subject to prospective risks and uncertainties and may cause actual developments to differ materially from the reported results. The forward-looking statements in this Report were prepared based on the present intentions of the current Strike board and management team, numerous assumptions concerning current conditions and future events, as well as the business environment where Strike conducts business. Strike shall have no obligation to guarantee that all the valid information presented will bring the specific results as expected. Refer to the Important Notices section for further information regarding future statements. Appendicies Acting with Integrity Responsible Environmental Management Climate Resilience People & Community ESG at Strike Overview STRIKE ENERGY LIMITED | ESG REPORT 2026 3 CONTENTS 01 Overview About Strike Our Purpose Our Strategy Our Values FY26 ESG Highlights A Message from the ESS Chair and Managing Director Strike’s Assets, Operations & Value Chain Strike’s Governance Strike’s Stakeholders Industry Association Memberships Strike’s role in the energy transition 5 5 5 5 6 7 9 13 15 15 16 02 ESG at Strike 17 ESG Materiality & Performance at Strike Structured Approach for Determining Materiality FY26 Material Topics ESG Targets Overview 17 18 19 20 03 People & Community 22 Work Health & Safety Non-discrimination & Equal Opportunity Local Communities Engagement with Aboriginal and Torres Strait Islander Peoples 22 28 32 33 04 Climate Resilience 35 GHG Emissions Climate Adaptation, Resilience & Transition 35 38 05 Responsible Environmental Management 42 Biodiversity Decommissioning 43 44 06 Acting with Integrity 45 Asset Integrity & Critical Incident Management Economic Impacts 47 49 07 Appendices 50 Important Notices Performance Data Biodiversity Data Acronyms GRI Content Index Corporate Directory 50 51 53 58 59 66 Overview ESG at Strike People & Community Climate Resilience Responsible Environmental Management Acting with Integrity Appendicies STRIKE ENERGY LIMITED | ESG REPORT 2026 4 ABOUT STRIKE Strike Energy Limited (ASX:STX) is a leading independent energy company delivering reliable domestic gas and developing flexible power generation for Western Australia. Strategically located near key processing and transmission infrastructure in the Mid West, Strike is building a diversified portfolio of gas production, power generation and exploration assets. Strike has one of the largest discovered gas portfolios in the onshore Perth Basin and Mid West, including the expansive Greater Erregulla Permian fields and condensate rich Walyering Jurassic field. OUR PURPOSE Our purpose is to deliver secure and reliable energy to support Western Australia’s transition to a lower‑emissions energy future while creating sustainable long-term value for stakeholders. OUR STRATEGY Our strategy outlines how we will achieve our purpose. GENERATE Maximise value from producing assets GROW Convert resources into new revenue stream assets DISCOVER Build the next generation of growth assets OUR VALUES Our values guide how we achieve our purpose. They shape the way we behave and the standards we set for ourselves and others. RESOURCEFULNESS: Delivering low cost and innovative solutions COLLABORATION: Strike works in partnership with all of its stakeholders AGILITY: Strike is nimble, and responds faster than the competition OPENNESS: Strike is transparent and receptive to alternative views LONG-TERM FOCUS: Strike’s focus is on the horizon to create multi-generational value COMPETENCE: Strike’s actions are backed by qualified people who are experts in their fields Appendicies Acting with Integrity Responsible Environmental Management Climate Resilience People & Community STRIKE ENERGY LIMITED | ESG REPORT 2026 5 Overview ESG at Strike FY26 HIGHLIGHTS Zero fatalities 41% of Strike’s employees Continued industry-leading female workforce participation, with women representing AASB S2 reporting requirements Readiness activities undertaken to support future Western Australian-based companies Strong Local Content with 64% of Strike’s procurement from $11,000 contributed to local community organisations Zero significant spill events Cooper Basin, South Australia Substantially progressed decommissioning activities in the Increased local spend in the Mid West region Strengthened engagement and partnership with Traditional Owners through ongoing water quality monitoring delivered in collaboration with Yamatji Water Appendicies Acting with Integrity Responsible Environmental Management Climate Resilience People & Community ESG at Strike STRIKE ENERGY LIMITED | ESG REPORT 2026 6 Overview A MESSAGE FROM THE ESS CHAIR AND MANAGING DIRECTOR FY26 was a year of substantial operational activity for Strike as we progressed the development of our portfolio while continuing to strengthen the way we identify, manage and report the environmental, social and governance impacts of our business. Central to this approach is transparency. We recognise that responsible reporting requires a balanced account of our performance - acknowledging progress while also openly reporting adverse impacts, challenges and areas where further improvement is required. ESG considerations are not separate from the performance of our business; they form part of how we manage risk, make decisions and seek to create sustainable long-term value. During FY26, Strike recorded zero fatalities and zero significant spill events. Women represented 41% of our workforce, maintaining Strike’s industry-leading level of female participation. We continued to support the communities in which we operate through sponsorship and 64% of our procurement was with Western Australian-based companies. We also strengthened our engagement and partnership with Traditional Owners, including through ongoing water quality monitoring undertaken in collaboration with Yamatji Water, a majority-owned Yamatji Nation business for and on behalf of the Yamatji people, and substantially progressed decommissioning activities in the Cooper Basin in South Australia. As Australia moves towards mandatory climate‑related financial disclosures, we undertook readiness activities to support future reporting under Australian Accounting Standards Board (AASB) S2. This included further developing the systems, governance and processes required to support these disclosures and integrating climate considerations more closely with Strike’s broader risk management and strategic planning. FY26 also demonstrated the practical role Strike can play in Western Australia’s energy system. South Erregulla Peaking Power Plant (SEPP) progressed from construction into commissioning, with the power plant achieving mechanical completion and successful introduction of South Erregulla Field gas to the facility. As Strike moves into FY27, our focus remains on operating responsibly, strengthening the transparency of our reporting, and continuing to embed ESG and climate-related considerations into our governance, decision-making and operations. People & Community Climate Resilience Responsible Environmental Management Acting with Integrity Appendicies STRIKE ENERGY LIMITED | ESG REPORT 2026 7 ESG at Strike Overview Once operational, SEPP will provide up to 85 MW of fast-start gas-fired power generation into the South West Interconnected System (SWIS). It’s ability to respond when renewable generation is unavailable or insufficient will provide firm, flexible capacity as renewable penetration and electricity demand increase, and coal-fired generation progressively retires. The 2026 WEM Electricity Statement of Opportunities reaffirmed the long-term need for dispatchable capacity within the system. As Strike moves into FY27, our focus remains on operating responsibly, strengthening the transparency of our reporting, and continuing to embed ESG and climate-related considerations into our governance, decision-making and operations. We recognise that responsible operations require continuous improvement. Our objective is to understand, manage and minimise our impacts while contributing constructively to the communities in which we operate and to a reliable and evolving Western Australian energy system. A MESSAGE FROM THE ESS CHAIR AND MANAGING DIRECTOR Sincerely, Jill Hoffmann Non-Executive Director & Environmental, Social and Sustainability (ESS) Committee Chair Shelley Robertson Managing Director & Chief Executive Officer ESG at Strike People & Community Climate Resilience Responsible Environmental Management Acting with Integrity Appendicies STRIKE ENERGY LIMITED | ESG REPORT 2026 8 Overview STRIKE’S ASSETS, OPERATIONS & VALUE CHAIN Strike’s principal activities during FY26 were within the oil and gas sector and included the exploration, development and production of hydrocarbons as well as the construction of SEPP, completed in June 2026. The majority of Strike’s petroleum assets and tenements are located onshore in the northern Perth Basin in the Mid West and northern Wheatbelt regions of Western Australia (Figure 1, Table 1). Strike defines its significant areas of operation as locations where Strike has an office or development activities. For this reporting period, the areas of significant operation were Perth, West Erregulla, South Erregulla and Walyering project areas (Figure 1). Strike defines the local community for its Perth operations as the Perth Metropolitan Area, the local community for West Erregulla and South Erregulla projects as the Shire of Mingenew, Irwin and Three Springs, the local community for Walyering operation area as the Shire of Dandaragan and the local community for Ocean Hill as the Shire of Carnamah. Strike’s revenue was primarily derived from the sale of gas and liquid hydrocarbons. In FY26, Strike also secured a strategic investment commitment of up to $88 million from Carnarvon Energy, strengthening the Company’s financial position and supporting the development of its core gas assets. The investment is expected to support the progression of South Erregulla towards first production and advance West Erregulla towards a final investment decision. 3 Project life modelled on average throughput of ~1.3 PJ per annum. Refer to ASX announcement “Peaking Power Plant submission supported by South Erregulla” dated 24 June 2024 for key assumptions and information relating to the project. 4 Refer to Important Notices section for important information regarding oil and gas reserve and resource estimation. Originally discovered in 1971, Strike appraised the Walyering Field in 2021, making a significant discovery with the Walyering-5 well. Within 22 months, Walyering became Strike’s maiden producing asset. Brought online in September 2023, the field has produced a total of ~22 PJ into Western Australia’s domestic gas market. During FY26, Strike drilled and tested the near-field Walyering West prospect resulting in a gas discovery. Independent certifiers have assessed both the producing Walyering Field and the nearby Walyering West Field together to contain net ~16.5 PJ of 2P Reserves3 after produced volumes. Walyering is 100% owned and operated by Strike. 1 WALYERING Discovered by Strike in 2022, the South Erregulla Field is 100% owned and operated within production licence L24. South Erregulla holds an independently certified net 2P Reserve of 45 PJ and net 2C Resource of 37 PJ4 , which will provide more than 20 years of reserves coverage for Strike’s proposed 85 MW peaking power plant3 which has been constructed on Strike’s 3,500 hectares of freehold farmland. 2 SOUTH ERREGULLA Discovered by Strike in 2019, the West Erregulla Field is Strike’s flagship project, with 50% equity and operatorship of production licences L25 and L26. Strike’s share of West Erregulla holds an independently certified net 2P Reserve of 251 PJ and net 2C Resource of 10 PJ4 .L26 contains the neighbouring Erregulla Deep gas discovery and material near-field prospects delineated on the recently acquired Natta 3D seismic survey. Erregulla Deep contains an independently certified 2C Contingent Resource of 38 PJ3 . 3 WEST ERREGULLA ESG at Strike People & Community Climate Resilience Responsible Environmental Management Acting with Integrity Appendicies STRIKE ENERGY LIMITED | ESG REPORT 2026 9 Overview Ocean Hill Kadathinni Erregulla Deep South Erregulla West Erregulla Walyering L 24 EP 447 EP 447 L 23 EP 447 EP 489 EP 488 EP 495 EP 506 EP 505 EP 503 EP 504 L 26 L 25 EP 447 L 23 EP 447 EP 489 EP 488 EP 447 EP 495 EP 506 EP 505 EP 503 EP 504 L 26 L 25 L 24 The Ocean Hill Field is 100% owned and operated by Strike. Discovered in 1991, Ocean Hill was drilled to test the Jurassic play that has since been proven at Walyering. Since the success at Walyering, Strike has acquired 3D seismic over the EP495 block and independent advisory firm, RISC Advisory, have certified net 180 PJ of 2C Resources and 190 PJ of 2U Prospective Resources within the Ocean Hill structure5 and an additional 678 PJ of 2U Prospective Resources within the adjacent Ocean Hill South structure5 . 4 OCEAN HILL Situated on Kings Park Road, the suburb of West Perth is home to Strike’s corporate headquarters and remote operations centre. 5 PERTH Figure 1: Strike’s portfolio as of 30 June 2026 Perth Basin Permits Legend STX Farm Leads & Prospects Gas Fields Gas Pipelines Oil Fields Oil Pipelines STX Permits Other Permits 5 Refer to Important Notices section for important information regarding oil and gas reserve and resource estimation. WESTERN AUSTRALIA Ocean Hill Kadathinni Erregulla Deep South Erregulla West Erregulla Walyering L 24 EP 447 EP 447 L 23 EP 447 EP 489 EP 488 EP 495 EP 506 EP 505 EP 503 EP 504 L 26 L 25 EP 447 L 23 EP 447 EP 489 EP 488 EP 447 EP 495 EP 506 EP 505 EP 503 EP 504 L 26 L 25 L 24 ESG at Strike People & Community Climate Resilience Responsible Environmental Management Acting with Integrity Appendicies Overview STRIKE ENERGY LIMITED | ESG REPORT 2026 10 Table 1: Strike’s assets and activities as of 30 June 2026 Asset Name Permit Ownership Brief Description Perth Basin (Onshore Western Australia) Walyering L23 & EP447 Strike 100% (operator) Three production wells and associated production facilities operated by two personnel onsite plus remote operations capabilities from Perth. FY26 saw steady-state production of ~22 TJ/d of gas and ~104 bbl/d of condensate, generating ~$63 million in revenue for the year. Field extension and compression projects were advanced to support ongoing output, while near-field exploration at Walyering East identified a potential new discovery. West Erregulla & Erregulla Deep L25 & L26 (formerly EP469) Strike 50% (operator) Hancock Energy (EP469) Pty Ltd 50% Material conventional gas accumulation defined by four wells. In FY26, development planning was ongoing and a Reserves update was completed. The JV is targeting an FID for the West Erregulla project in FY28. South Erregulla L24 & EP503 Strike 100% (operator) Conventional gas accumulation defined by one well. In FY25, the 85 MW SEPP was sanctioned to deliver firming capacity into Western Australia’s main electricity network, the SWIS. Construction of the Power Plant commenced in April 2026 with progress reaching ~94% by end of reporting period. The project is supported by 45 PJ of 2P Reserves, certified Reserve Capacity Credits, and secured network access. Ocean Hill EP495 Strike 100% (operator) Exploration well drilled in 1991, successful flow test of gas to surface, but deemed non-commercial. In FY26 Strike conducted well planning for the Ocean Hill 2 appraisal well, targeting drilling in late FY27. Perth Basin Exploration Permits EP447, EP488, EP489, EP504, EP505, EP506, EP437 & L7 Strike 100% (operator) Strike 25% in L7/EP437 Basin wide portfolio of exploration permits prospective for conventional gas, condensate and oil. In FY26, Strike progressed planning for seismic surveys in EP503, EP504, EP505, EP488 and EP489. Strike applied to surrender the EP 506 permit and withdrew from the L7 and EP437 permits. Cooper Basin PEL 96 PEL96 Strike 67% (operator) One exploration well. During FY26, Strike substantially progressed the abandonment and rehabilitation of its legacy Cooper Basin assets, completing all planned well abandonment activities across PEL 96 in January 2026. The assets have since transitioned to monitoring and surface rehabilitation activities in preparation for licence relinquishment, with one well converted to an artesian water well for ongoing landowner use. Aldinga PPL210 Strike 50% One production well. The Aldinga shallow oil field is operated by Beach Energy and is no longer in production. Offices Perth Headquarters Main company office with 44 employees. ESG at Strike People & Community Climate Resilience Responsible Environmental Management Acting with Integrity Appendicies STRIKE ENERGY LIMITED | ESG REPORT 2026 11 Overview OUR VALUE CHAIN Downstream value chain Direct operations Upstream supply chain Suppliers: Strike sources goods and services from local, national and international suppliers. Strike is committed to maximising opportunities for local suppliers where possible. A breakdown is provided in the Economic Impacts section of this report. Customers: Export of product into the domestic market via pipeline (gas) and road tanker (condensate). Strike currently supplies gas to customers in Western Australia, with liquids being sold in South Australia. Strike’s current customers include Santos Ltd. and major local energy suppliers, supplying critical fuel and services to the community. Today, energy produced by Strike powers homes, industry, public and essential services. Exploration & Development: Exploration for and development of natural gas resources is possible through partnerships with landholders and the local communities in which we operate. Production: Strike produces natural gas and associated condensate for sale to the domestic market. Strike operates with an emissions design-out methodology to enhance operational efficiency and reduce its Scope 1 emissions via the incorporation of renewable energy sources and minimisation of flaring, venting, fuel use and fugitive emissions. Joint Ventures: Strike is the operator for all its assets. Strike has one joint venture partnership in the West Erregulla and Erregulla Deep gas fields, where Strike has a 50% equity share with Warrego Energy EP469 Pty Ltd also holding a 50% share, a subsidiary of Hancock Energy. Appendicies Acting with Integrity Responsible Environmental Management Climate Resilience People & Community ESG at Strike STRIKE ENERGY LIMITED | ESG REPORT 2026 12 Overview 12 STRIKE ENERGY LIMITED | ESG REPORT 2026 Appendicies Acting with Integrity STRIKE’S GOVERNANCE Strike recognises that robust governance practices underpin its ability to achieve its vision and purpose. Governance Structure The Board of Directors is responsible for defining its strategic direction and priorities, to safeguard the continued viability of the business. The Board oversees the implementation of the organisation’s governance framework to ensure that ethical business conduct is integrated into all aspects of its operations. The Board’s remit is outlined in the published Board Charter. Further detail can be found in the Director’s Report in the FY26 Annual Report. The Board delegates responsibility for the oversight of specific focus areas to three dedicated sub-committees, which support the Board to oversee risk management and compliance, monitor performance and drive continuous business improvement (Figure 2). Nomination and Selection of the Board Board members are appointed based on their relevant background, experience, professional skills, personal qualities possessed, and ability to enhance the Board’s collective skills, experience and capabilities. Gender diversity is also considered as part of the appointment process, to meet Strike’s diversity objectives which are outlined in its Corporate Governance Statement. The nomination and selection processes for the Board and its sub-committee is managed by the Nomination and Remuneration Committee, which operates as a sub-committee of the Board. Strike Energy Board of Directors as at 30 June 2026 Audit & Risk Committee Environmental, Social & Sustainability (ESS) Committee Nomination & Remuneration Committee John Poynton AO Chair & Non-Exec. Director Stephen Bizzell Chair Shelley Robertson CEO & MD Neville Power Member Mary Hackett Member Stephen Bizzell Non-Exec. Director Neville Power Deputy Chair & Non-Exec. Director Mary Hackett Chair Mary Hackett Non-Exec. Director Neville Power Member Jill Hoffmann Member Jill Hoffmann Non-Exec. Director John Poynton AO Chair Will Barker Non-Exec. Director Will Barker Member Jill Hoffmann Member For the 2026 reporting period the Committee met 5 times. For the 2026 reporting period, the Committee met 4 times. For the 2026 reporting period, the Committee met 5 times. The specialist Board Sub-Committee Charters are available on our website at www.strikeenergy.com.au/corporate-governance/. Figure 2: Strike Energy’s governance structure ESG at Strike People & Community Climate Resilience Responsible Environmental Management Acting with Integrity Appendicies STRIKE ENERGY LIMITED | ESG REPORT 2026 13 Overview ESG Responsibilities The function of the Environmental, Social and Sustainability (ESS) Committee is to review, oversee and make recommendations to the Board in relation to: • Effectiveness of safety leadership and health, safety, environmental, heritage and sustainability governance; • Compliance with legal and regulatory obligations, including approval and authorisation conditions; • Management of environmental, climate and cultural heritage risks; • Integrity and transparency of sustainability, climate and carbon reporting; • Effectiveness of policies and standards in supporting an ethical, values-based culture; • Indigenous engagement and cultural heritage management; • Responsible carbon management and alignment with energy transition objectives; and • Emerging regulatory, industry and stakeholder expectations for sustainability performance. The ESS Committee also assesses ESG related impacts and risks and tracks Strike’s performance against published targets. The ESS Committee is responsible for reviewing and approving the annual materiality assessment that identifies material ESG topics relevant to the reporting period. This process is outlined in the Structured Approach for Determining Materiality section of this report. The Committee delegates the management of these impacts to the CEO, Director of Operations and the HSE team. The Strike leadership team are responsible for the day-to-day management of the Company in accordance with the strategy, policies, programs, values and risk appetite approved by the Board. During the reporting period, the Board advanced its ESG knowledge and governance capability through receiving management updates, external auditor briefings on evolving sustainability and regulatory requirements, and an independent Board performance review. Together, these activities supported continuous improvement in governance, Board effectiveness, and ESG oversight. STRIKE’S GOVERNANCE Performance and Remuneration The Nomination and Remuneration Committee assesses the performance of the Board against qualitative and quantitative indicators that are established by the Committee. The Committee reviews the composition, size and structure of the Board and provides recommendations to support its ongoing effectiveness and governance. FY26 saw several Board and Management changes, with the incumbent CEO and Managing Director, Mr Peter Stokes, succeeded by Ms Shelley Robertson as of 1 June 2026. Additionally, following an independent Board review, Mr John Poynton AO and Ms Mary Hackett retired from the Non-Executive Chair and Non-Executive Director roles on 30 June 2026, with current Deputy Chair Mr Neville Power succeeding as Non-Executive Chair from 1 July 2026. Further detail can be found in the Remuneration Report in Strike’s 2026 Annual Report. Strike’s Non-Executive Directors receive fixed Director fees only and do not participate in performance- based remuneration arrangements. Key Management Personnel (KMP), however, receive a combination of fixed remuneration and performance-linked incentives, which includes both short-term and long-term incentives. The value of STI awards is determined based on a combination of performance against the Company’s scorecard and individual performance outcomes. For KMP, 50% of any STI outcome is paid following the completion of the performance year, with the remaining 50% deferred for one year and delivered in the form of performance rights. The deferred component is designed to streng