#1evotec Evotec Corporate Governance Roadshow Evotec SE, Corporate Governance Roadshow, February 2022 #RESEARCHNEVERSTOPS#2PAGE 1 evotec 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 Section 5(d) and/or Rule 163B of the Securities Act of 1933, as amended, and is intended solely for investors that are qualified institutional buyers or certain institutional accredited investors solely for the purposes of familiarizing such investors with the Company. This presentation shall not constitute an offer to sell or the solicitation of an offer to buy Evotec securities, nor shall there be any sale of these securities in any state or jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such state or jurisdiction. No representations or warranties, express or implied, are made as to the accuracy or completeness of the statements, estimates, projections or assumptions contained in the presentation, and neither the Company nor any of its directors, officers, employees, affiliates, agents, advisors or representatives shall have any liability relating thereto. Cautionary Note Regarding Forward-Looking Statements This presentation contains forward-looking statements concerning our business, operations and financial performance and condition, as well as our plans, objectives and expectations for our business operations and financial performance and condition. Many of the forward-looking statements contained in this presentation can be identified by the use of forward-looking words such as "anticipate," "believe," "could," "estimate," "expect,” “intend,” “may,” “might,” “plan,” “potential,” “should,” “target,” “would” and other similar expressions that are predictions of or indicate future events and future trends, although not all forward-looking statements contain these identifying words. Forward-looking statements are based on our management's beliefs and assumptions and on information currently available to our management. Such statements are subject to risks and uncertainties, and actual results may differ materially from those expressed or implied in the forward- looking statements due to a variety of factors. The forward-looking statements contained in this presentation speak only as of the date of this presentation, and unless otherwise required by law, we do not undertake any obligation to update them in light of new information or future developments or to release publicly any revisions to these statements in order to reflect later events or circumstances or to reflect the occurrence of unanticipated events.#3PAGE 2 evotec Agenda Strategic Outlook Boards of Directors Management Board Remuneration System#4evotec Key challenges R&D model is inefficient "One drug fits all" Biologics are complex Emerging technologies PAGE 3 Dynamics in industry suggest need for disruptive approach Current challenges in R&D Increasing costs and decreasing returns 90% of drugs efficacious only in 50% of patients 9% of Phase I biologics receive approval¹) Precision medicine toolkit, OMICS platforms, and AI/ML Development costs per asset increase Cost per asset increased ~2/3rd since 2010, in US$ m ~1,981 1,188 2010 2019 Commercial returns decrease IRR since 2010 ~10 2010 ~2 2019 ¹) https://pharmaintelligence.informa.com/~/media/informa-shop-window/pharma/2021/files/reports/2021-clinical-development-success-rates-2011-2020-v17.pdf Sources: Deloitte - Centre for Health Solutions: Ten years on measuring the return of pharmaceutical innovation 2019; Evaluate Pharma - World Preview 2018 / World Preview 2020 -80% +67%#5PAGE 4 evotec Bringing the industry closer together Our founding vision „The goal of Evolution is not one single human, it is mankind." Manfred Eigen 1927-2019, Co-founder of Evotec, Nobel Prize 1967 We discover medicines for difficult to treat diseases in highly efficient collaborations We focus on data driven precision medicine and early disease relevance to improve probabilities of success We have built a “shared economy" in R&D, designed to result in a large royalty pool#6evotec Precision Human genetics supported targets¹) % success PAGE 5 2x All programmes Genetically supported Biomarker based stratification²) No biomarker Delivering what the industry and patients really need Patient & disease relevance, conscious use of resources, higher returns 3x Selection biomarker + Efficiency Average project evaluation time in months before R&D decision ³) 8 Average project Average cost to safety4) (FGLPD) in % 100 -75% Average project -50% 2 Evotec project 50 Evotec project ¹) Margan, P. et al. Nature Rev Drug Discovery 2018 Mar 17 (3): 167-181 2) Evotec-Bayer report "Excelling Together for the Benefit of Women Suffering from Endometriosis 3) Deloitte Report Unlocking R&D Productivity, Measuring the Return from Pharmaceutical Innovation 2019 II Capitalised cost per launch, in US$ bn4) Target LO Pre- clinical Clinical 2x 4) Evotec internal; Paul S.et al Nature Rev. Drug Discov. 9 203-214 (2010). McKinsey 2014 McKinsey one advantage to product launch (2014). FGLPD = First good laboratory practice dose in safety assessment. Launch#7evotec Industry needs 10014-1011101 PAGE 6 110110 11 04/ Y R&D efficiency platforms¹) Precision medi- cine platforms Just - Evotec Biologics¹) Our external innovation hub is highly integrated and synergistic Capabilities & expertise overview Multimodality drug design Capabilities & expertise (illustrative) JU Hit Lead Target ID & Sample Chemistry validation identification optimisation management J.DISCOVERY™ MOLECULE DISCOVERY EVOpanOmics EVOpanHunter IPSC Drug Discovery EVOcells EVOgenes J.HALSM DMPK & Bio In vitro In vivo Biomarker Research ADME-Tox informatics Reagents biology Pharmacology discovery discovery AI DESIGNED MAB LIBRARY DOX Antibodies & Bifunctionals ¹) Also partly accessible as stand alone "Fee for Service" or FTE-rate based offerings J.MD™ MOLECULE DESIGN Small molecules ScreenSeq TRANSCRIPTOMICS Antisense ܠ Antibody INDIGO Integrated Integrated CMC JP3Ⓡ Screen Pep PROTEOMICS PROCESS & PRODUCT DESIGN Protein degradation Clinical pre-clinical development development solution J.HALSM AI DESIGNED MAB LIBRARY J.PODⓇ ● MANUFACTURING DESIGN Exosomes RNA#8500 400 300 200 100 0 evotec 2010 2011 Co-owned projects PAGE 7 Last ten years of growth are just the beginning" Key Performance Indicators (KPI) Leadership in data, science, multimodality & access 2012 2013 Employees (right scale) 2014 2015 2016 Revenues (€ m) ¹) Compound annual growth rates 2) Including equity investments - 2017 2018 Adj. EBITDA (€ m) - "G 5,000 4,000 3,000 2,000 1,000 0 2019 2020 R&D investments (€ m)²) 10yr CAGRs¹) of KPIs • Revenues: +25% Adj. EBITDA: +50% • R&D investments²): +40% • Co-owned projects: +35% Employees: +20% ●#9evotec Best possible environment for employees and potential recruits • Engagement & commitment • Leadership & training Diversity, Equity & Inclusion Our purpose is to go VERY long as ONE - #researchneverstops Sustainable thinking is holistic and ensures long-term success PAGE 8 QUALITY 4 EDUCATION 5 GENER EQUALITY Resilient business model • Financial resilience & independence • Constant investments into the future • Basis for sustainable success Acknowledging Principles for Responsible Investment • Compliance with investors' sustainable investment criteria • Source for funding resilient growth DECENT WORK AND 12 RESPONSIBLE ECONOMIC GROWTH CONSUMPTION AND PROCRICTION Profit 1) "Science Based Targets Initiative" People Partner Purpose #RESEARCHNEVERSTOPS PRI Planet Pa- tients The "shared economy" in R&D Integrated platform with >800 partners • Sharing values of highest integrity • Sharing success GOOD HEALTH 3 AND WELL-BEING Cures for all / Access for alle • We will not stop until all existing diseases can be cured • Precise, patient-centric medicine Respecting diversity in all dimensions Protecting the planet Commitment to SBT;¹) Responsible use of resources 1 POVERTY MOUSTRYNDATION 9ANFRASTRUCTURY 6CLEAN WATER AND SANITATION CLIVATE 13 ACTION GENDER EQUALITY 12 RESPONSIBLE 14 CONSUMPTION AND PRODUCTION 2 15 ON LAND#10PAGE 9 evotec Keeping the promise ESG & Sustainability - Measures taken in 2021 Responsible use of resources • Sourcing of 100% renewable energy since January 2021 at all German sites • Decision to replace heating system in building B95 in Abingdon (est. CO₂e savings of ~800t /yr) . EVO earth week to raise overall awareness towards the protection of environment • Software¹) implementation for systematic emission data collection as basis to set SBTi targets ESG topics part of our DNA • Group-wide inclusion of ESG topics in personal 2021 targets of all employees • Definition of responsibilities for delivering expanded set of sustainability KPIs • Group-wide appreciation & celebration of diversity weeks in May and pride month in June • DEI - Diversity, Equity & Inclusion: Conception of global diversity strategy Intensified stakeholder dialogue • MSCI ESG rating up from BBB to A as of January 2021 • ISS ESG rating up from C- to C as of May 2021 • EcoVadis rank up from 48 pts to 53 pts in Q4 • Decision to report in reference to GRI standards for FY 2021 as SASB and TCFD are too "E"-focused 1) "Resource Advisor" from Schneider Electric#11PAGE 10 evotec Setting the base for integrating ESG factors into Action Plan 2025 ESG measures Assessment of "ESG readiness” and analysis of what is material to us – done / ongoing! - - Constant revision and taking U.S. requirements into account after NASDAQ listing Sponsorship of management underlines strategic importance provided! • Commitment to setting ourselves Science Based Targets (SBT) – done! • Implementation of ESG factors in target structure of functional areas - Q1 2022 • Establishing ESG goals and purpose as core values of the entire organisation and as an integral part of Action Plan 2025 - ongoing! • Defining and communicating Science-based targets – Q4 2022 • Defining and implementing D,E & I strategy – Q3 2022 • Dialogue with rating agencies and ESG specialists on the Buy-Side - ongoing! • Publication of sustainability report in reference to GRI standards – April 2022 ●#12evotec Management Board directs and advises defines corporate objectives PAGE 11 Global IR & ESG Department Supervisory Board assumes responsibility for sustainability Governance of ESG @ Evotec support in strategy development reports into Evotec Enabling Functions (HR, Compliance, EHS, SCM)¹) report and support in implementing ESG targets Evotec Operations reports into supervise and guides directs and advises 1) Human Resources, Compliance, Environment, Health & Safety, Supply Chain Management Supervisory Board The Supervisory Board as a whole is responsible for ESG oversight and therefore addresses ESG topics regularly in its meetings • The Supervisory Board has increased in expertise in ESG topics by nominating Constanze Ulmer-Eilfort to the Supervisory Board who has a strong background in Governance • The Supervisory Board approves the ESG strategy and its milestones defined by the Management Board, as well as sets relevant ESG targets (weighting of 20% in STI targets) for Management Board remuneration#13PAGE 12 evotec Agenda Strategic Outlook Boards of Directors Management Board Remuneration System#14evotec Werner Lanthaler CEO (since 2009) Craig Johnstone COO (since 2019) PAGE 13 Management team sharing one long-term mission Experienced and international Management Board Experience • 2000-2009 CFO of Intercell AG ● 1998-2000 Director Federation of Austrian Industries • 1995-1998 Senior Management Consultant at McKinsey Board Memberships • AC Immune SA (since 2018) • argenx SE (since 2014) Curexsys GmbH (since 2020) ● Experience • 2015, Directeur General and Site Head, Evotec (France) SAS • 2012-2017, SVP Drug Discovery and Innovation Efficiency; Global Head, Integrated Drug Discovery, Evotec • 1994-2012 Project, function, and leadership roles at AstraZeneca, Prosidion and Rapier Research • Fellow of the Royal Society of Chemistry and Chartered Chemist (FRSC CChem), BSc in Chemistry and a PhD in organic and organometallic synthesis and is an accredited LEAN Sigma Black Belt Enno Spillner CFO (since 2016) Cord Dohrmann CSO (since 2010) Experience • 2013-2016 Chairman of the Management Board, CEO & CFO of 4SC AG ● 2005-2013 CFO of 4SC 1999-2005 Head of Finance and Controlling at BioM AG Board Memberships ● Nanobiotix SA (since 2014) Leon Nanodrugs GmbH (since 2020) ● ● ● Experience 1999-2010 leading DeveloGen from a start-up to an internationally recognised metabolic disease company ● 20 years in biomedical research at leading academic institutions and in the biotech industry Member of the German Science Council (Wissenschaftsrat) (since 2021) Board Memberships Eternygen GmbH (since 2016); FSHD Unlimited (since 2017) Breakpoint Therapeutics (since 2019)#15evotec ● PAGE 14 ● Since 2014 Member of Evotec's Supervisory Board (2021 Chairperson) Iris Löw-Friedrich CMO & Executive Vice President Development and Medical Practices UCB S.A. Global view and deep experience for best governance Diverse and international Supervisory Board Since 2008, CMO of UCB S.A., Brussels (Belgium) 2001-2009, Member of the Executive Board of Schwarz Pharma AG, responsible for global R&D Since 2019, Member of the Supervisory Board and Chairman of the Audit Committee of Evotec Roland Sackers CFO & Managing Director QIAGEN N.V. . Since 2004, CFO of QIAGEN N.V. 1999-2004, Auditor at Arthur Andersen ● ● ● Constanze Ulmer-Eilfort Partner at Peters, Schönberger & Partner, Munich ● Since 2021 Member of Evotec's Supervisory Board Kasim Kutay CEO Novo Holdings SE Since 2022, Partner of the law firm Peters, Schoenberger & Partner (Munich) 2000-2021, Equity Partner at Baker McKenzie (since 2017, Member of the Global Executive Committee of BMcK) S4DX GmbH, Chair of the Advisory Committee Since 2020 Member of Evotec's Supervisory Board Since 2016, CEO of Novo Holdings A/S 2009-2016, Managing Director, Co-Head of Europe and member of the Global Management Committee at Moelis & Co. ● Since 2019 Member of Evotec's Supervisory Board 2015-2019, CEO of Carrick Therapeutics Ltd, 1985 ● ● 2011-2014, VP Global External R&D at Eli Lilly & Company, Inc 1995-2010, Various positions in the area of drug discovery and development at AstraZeneca Elaine Sullivan CEO Curadh Pharmaceuticals Former Lilly Since 2019 Member of Evotec's Supervisory Board . 2018, Retired from the Management Board of Evotec ● 2007-2018, COO of Evotec 1991 Founding chemist of Oxford Asymmetry International plc (OAI), which was merged with Evotec BioSystems in 2000 ● Mario Polywka Abingdon, Former COO Evotec SE#16evotec The composition of Evotec's Supervisory Board fulfils all objectives set for its composition and competencies • All relevant skills and expertise are represented in the Supervisory Board • All members are considered as independent Diversity of thoughts Profile of composition and competencies for the Supervisory Board - Iris Löw-Friedrich (Management Board Member of UCB): The business relationship with UCB as a customer of EVT is considered immaterial (~1% of 2020 group revenue) -Kasim Kutay (CEO of Novo Holdings A/S): Novo Holdings A/S holds ~10% of Evotec's shares but does not have control as defined in C.9 of GCGC - Mario Polywka (former COO of Evotec until Dec 2018): Cooling-Off Period as per C.7 of GCGC has expired by end of 2020 • All members have an extensive international professional background from working in numerous international operationally companies • Two nationalities are represented (German: Löw-Friedrich, Sackers, Ulmer-Eilfort; UK: Kutay, Polywka, Sullivan) • 50% are female members ● • Evotec's aspiration of an "diversity of thoughts" is ensured by composing an international experienced Board with broad based skill sets rather than sticking to ethnic, gender, age diversity • No "over-boarding" issue: The Chairperson Iris Löw-Friedrich has also a seat in the Supervisory Board of Fresenius SE & Co. KGaA. However, Iris Löw- Friedrich always had devoted sufficient time to perform her function, including attendance to all board and committee meetings and availability to connect with internal and external stakeholders, and has plausibly demonstrated that this will also be the case in the future. PAGE 15 Supervisory Board has agreed on two full terms as the regular limit of length of membership to the Supervisory Board. Current terms are 5 years as lastly elected at AGM 2019 (see § 102 AktG). For the next election 2024 the Company is considering to shorten this period reasonably.#17evotec PAGE 16 Composition and competencies reflecting company-specific situation Profile of skills and expertise for the Supervisory Board Skills/Expertise Majority of independent Supervisory Board members Experience in the fields of Research and Development Experience in the fields of Finance & Capital markets Experience in the fields of Legal & Compliance Experience in the fields of ESG Experience in the fields of Marketing and Sales and Operations Experience in the fields of Healthcare Economy and Public Health Age of a candidate shall not exceed 72 years at the time of the proposal Regional experience Target quota of 30% female members Two full terms as the regular limit of length of membership to the Supervisory Board Iris Löw- Friedrich (Chair) X1) XXIIX X X (1960) EU X X (2014) Roland Sackers (Vice-Chair) X I X4) XXII X (1968) EU, USA X (2019) Kasim Kutay X²) XIII XI X (1965) EU, USA, Asia X (2020) Mario Polywka X3) X X5) IIXI X (1963) EU, USA X (2019) ¹) Management Board Member of UCB: The business relationship with UCB as a customer of EVT is considered immaterial (~1% of 2020 group revenue) 2) CEO of Novo Holdings A/S: Novo Holdings A/S holds 10% of Evotec's shares but does not have control as defined in C.9 of GCGC 3) Cooling-Off Period as per C.7 of GCGC has expired by end of 2020 Constanze Ulmer-Eilfort X I XXXII X (1962) EU X X (2021) Elaine Sullivan X X 4) Experience in audit and accounting 5) Experience in accounting │||| XX X (1961) EU, USA, Asia X X (2015)#18Tasks evotec Members PAGE 17 Prof. Dr. Iris Löw-Friedrich (Chairperson) Roland Sackers (Vice-Chairperson) Kasim Kutay Dr. Mario Polywka Significant portion of work is conducted in committees¹) Supervisory Board Committees Dr. Constanze Ulmer-Eilfort Dr. Elaine Sullivan Audit & Compliance Committee Supports the Supervisory Board in independently monitoring the Company's financial reporting activities and in audit reports. Scrutinises the Company's accounting processes, the effectiveness of the internal control system as well as its risk management and compliance management systems. 1) Implementation of ESG Committee is considered X (Chair) X X Remuneration & Nomination Committee Prepares the appointment of Management Board members and to prepare recommendations concerning their remuneration system and the grants of Share Performance Awards. X (Chair) X X X#19evotec Evaluation questionnaires • Bi-annual sent out of question- naires to each Supervisory Board member as opportunity to identify potential improve- ments; feedback mandatory • Solicit detailed input from each Supervisory Board member regarding performance and efficiency of the Supervisory Board and its committees PAGE 18 Mandatory bi-annual efficiency testing Supervisory Board self-evaluation process Review of feedback • General Counsel reviews questionnaires and provides summary to Chairperson and the full Supervisory Board • Summary is discussed with Chairperson and full Supervisory Board Use of feedback • The Supervisory Board identi- fies areas for improvement • The Chairperson develops recommendations for improvements and discusses those recommendations with the full Supervisory Board ● Changes implemented Approved changes are implemented with the support (if needed) of the Management Board and our General Counsel, e.g.: - Improved efficiency at meetings by dedicated decision proposals to foster discussions on key topics - Establishment of virtual board room with all meeting documents - On-boarding package for new Supervisory Board members#20PAGE 19 evotec Agenda Strategic Outlook Boards of Directors Management Board Remuneration System#21Alignment to Evotec's strategy Aligned to Evotec's sustainable growth strategy and consideration of Environmental, Social, Governance (ESG) targets to foster a sustainable development evotec • Relying on both a German and international peer group to reflect Germany as lead comparator market and Evotec's talent market and business environment Alignment to regulatory requirements & international market practice ● ● Pay-for-performance aligned with Evotec's long-term strategy Guiding principles of the new Management Board remuneration framework PAGE 20 1 4 Conformity with German regulatory requirements and market practice as the company is head- quartered in Germany Aligned with US and international market practice due to the company's NASDAQ listing and built to attract outstanding talent for the Management Board Close link of pay-to-performance & shareholder value • Redesign of LTI performance metrics to ensure high payouts only materialize in case of a strong increase in company value and thus significant shareholder gain Shareholding guidelines will be implemented to ensure further alignment of Management and shareholder interests Transparency & elimination of discretionary factors • The new remuneration structure does not allow for discretionary elements • The remuneration framework is clear, under- standable and allows for transparent internal & external communication 2 5 Focus on long-term & variable remuneration • Focus on long-term variable remuneration in line with international peers . Most of the short-term variable compensation is deferred and invested in company shares to ensure additional alignment with shareholder interests • Substantially higher level of pay-at-risk than German peer companies 3 Alignment of remuneration levels to German and competitor practices • Remuneration levels are benchmarked against two peer groups on a regular basis MDAX as lead comparator market US / International competitor peer group as the company is NASDAQ listed • Annual maximum total remuneration levels for the CEO and CxO's are defined in line with German regulatory requirements 6#22evotec Key concerns raised by investors & proxy advisors Features of the new remuneration framework Level of target remuneration Restricted Share Plan 2020 (RSP) LTI caps (RSP & SPP¹)) LTI performance period Performance metrics PAGE 21 Investor's & proxy advisor's concerns addressed with the new remuneration framework Features of the new remuneration framework for Management Board • Maximum compensation levels have decreased • No change in target remuneration as benchmark suggests reasonable annualized target compensation levels based on both German peers and international competitor peer group • Elimination of Restricted Share Plan, reallocation of annualized grant value and introduction of a deferral to the short- term incentive combined with shareholding guidelines • Elimination of the 400% payout cap of the RSP Continuing strong focus on long-term value creation with revised and more challenging performance targets led to a stable payout cap for the SPP in line with international market practice • The LTI performance period has been increased to four years to foster long-term value creation • Annual lock-ins have been eliminated • Revised LTI performance metrics consisting now of an internal and external measure to better reflect performance • More challenging performance targets, to strengthen the pay-for-performance link • Introduction of clearly measurable ESG metrics in the STI in line with Health Care market practice with substantial weight 1) Share Performance Plan#23evotec • To assess Evotec's alignment to relevant market practices regarding the design of the remuneration framework as well as the level of remuneration, the Supervisory Board has defined two comparator peer groups to account for two main considerations • In line with German regulatory requirements, there are three appropriateness criteria to be considered for the definition of peer group: Country, industry and size Rationale Two peer groups considered to reflect Evotec's international footprint and NASDAQ listing Rationale of the peer group development Composition PAGE 22 Peer group 1: MDAX The aim of this peer group is to meet the applicable regulatory requirements and reflect the German market as lead comparator market from a legal & regulatory perspective • Peer companies also listed in the MDAX - German based companies with broad industry focus 100% listed companies • Companies comparable in terms of size and complexity (listed in a common index) MDAX as lead comparator does not reflect industry focus & international perspective, thus an additional competitor peer group has been defined Peer group 2: US / International competitors As globally operating company with NASDAQ listing, this peer group focuses on relevant international competitors representing both the industry perspective and Evotec's business & talent market • International competitors active in the Health Care sector - International competitors (63% European, 31% US & Canadian, 6% Chinese based companies) - 100% listed companies • Companies comparable in terms of size and complexity (30% to 300% of Evotec's size based on market cap measures) • Balanced to include two additional companies that are considered direct competitors from both a business and talent perspective#24evotec Evotec target compensation compared to market (TDC in EUR) 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 PAGE 23 National practise put into international context Benchmarking results & maximum compensation MDAX Int. PG CEO (new framework) MDAX Int. PG CxO (new framework) • Size-wise, Evotec is positioned around the 32nd quartile of the German MDAX and the 51st quartile of the International peer group • When considering the suggested positioning within each peer group, stronger weight has been attributed to the remuneration levels of the MDAX, given that Germany is Evotec's lead comparator market Acknowledging investors' concerns on excessive pay levels, maximum remuneration¹) levels have been decreased in the new remuneration framework. Annualized maximum remuneration levels²) CEO CXO Current framework 8,250 3,800k Q3 (75. percentile) Median Q1 (25. percentile) Evotec positioning New Framework Development 7,050k 3,400k ¹) According to German regulatory requirements, the remuneration system shall define for each Management Board member the amount that the total remuneration must not exceed (AktG §87a, GCGC G.1); similar regulations do not uniformly apply to all international peers hampering the ability to calculate comparable maximum remuneration levels for non-German peer companies 2) All values rounded#25evotec 23% / 30% (CEO / CXO) Non-performance based remuneration Base salary & fringe benefits¹) Paid annually PAGE 24 More than 2/3 at risk New remuneration framework 14% / 11% (CEO / CXO) 77% (CEO) / 70% (CxO) of Total Remuneration at risk Upfront STI²) (bonus) 20% / 17% (CEO / CXO) Performance based remuneration Deferred ST12) (awarded in company shares) Vesting period of 4 years 1) Benefits Value €110k CEO / €70k CxO 2) CEO: 40% Upfront STI /60% Deferred STI 43% / 42% (CEO / CXO) Long-term-share-based remuneration (share performance plan)#26evotec Existing remuneration framework ● Remun- Fixed components: Base salary & fringe benefits (incl. pension contribution) eration • Short-term-incentive structure ● Long-term-incentive Short- term- incentive Long- term- incentive SOG & CIC PAGE 25 New remuneration framework for Management Board addresses key investor concerns Comparison of the new and the existing remuneration framework ● Share Performance Plan - rolling plan type Restricted Share Plan – sequential (granted once per Management Board member, discretionary) Cap at 150% target achievement Financial & strategic KPIs, annual performance measurement Share Performance Plan - rolling plan type • 200% cap on number of shares & additional 350% payout cap • Annual performance measurement with annual lock-ins • Two KPIs Abs. share price development (50%) Relative TSR (Outperformance) compared to TecDAX (50%) No Share ownership guidelines implemented Clawback and Malus clauses are included into the service agreements of the Management Board BOLD= changes to existing remuneration framework New remuneration framework Fixed components: Base salary & fringe benefits (incl. pension contribution) • Short-term-incentive No change in mechanics, 60% of the net payout to be invested in company shares with a three-year holding requirement • Long-term-incentive ● - • Cap at 150% target achievement ● Revised KPI structure, annual performance measurement: 50% Financial KPIs Share Performance Plan - rolling plan type Elimination of Restricted Share Plan, annualized grant value to be included in STI and LTI ● 30% Strategic KPIs 20% ESG metrics 40% are paid upfront in cash on an annual basis, 60% of net payout are invested in company shares with a three-year holding requirement Share Performance Plan - rolling plan type ● 200% cap on number of shares & additional 350% payout cap • Four-year performance period, elimination of annual lock-ins • Two KPIs Int. measure (Revenue growth; 50%) Ext. measure (Relative TSR (Outperformance compared to TecDAX; 50%) Share ownership guidelines will be implemented based on market practice Clawback and Malus clauses are included into the service agreements of the Management Board#27STI target value Y1 evotec PAGE 26 50% X 30% Performance period 20% Share-based short-term incentive comes with 3-yr holding period Structure of the short-term incentive Financial KPIs Strategic KPIs ESG metrics 40% payout in cash upfront Y2 = STI payout Cap: 150% of target value 40% upfront payout Three-year holding requirement 60% of net payout invested in shares 60% of the net payout is invested in company shares accessible after a three-year holding period Y3 Y4 Y5 • Portion of net STI payout will be invested in company shares with a three-year holding requirement • Malus and claw back regulations concern total STI amount comprising both upfront and deferred parts • Performance targets include Financial and Strategic KPIs. Additionally, ESG metrics are included with a weight of 20%. • Full ex-post reporting on target values, threshold and on the target achievement#285% 5% 10% PAGE 27 evotec Putting the money where the mouth is ESG metrics design 2022 Implement environment goal of 1.5° C along SBTi (i.e. prepare for CO2 reduction of emissions by 20% before 2025) → Have defined targets and roadmap in place by December 2022 - reviewed and approved by Science-based Target initiative Investing >10% of scientific footprint in areas addressed by UN SDG3 EUR ≥10m investments in Women's health, Infectious Diseases, Global Health & AMR Build long term leadership capabilities, learning opportunities and succession plans while keeping company turnover rate below 2021 → >75% of EVOgrade 7-12 passing respective EVOleaders programmes¹) → Fluctuation rate of <11% & grow by > 700 new employees 1) 75% equals 531 executives as per 1st January 2022 N E#29evotec SPA target value Fair market value of a PS¹) Granted number of PS¹) PAGE 28 Strengthening the pay-for-performance link Structure of the long-term incentive Four-year lock-up / waiting period KPI 1: Revenue growth, 50% weight KPI 2: Total Shareholder Return against TecDAX, 50% weight ¹) PS = Performance share Four-year performance period Exercise of shares based on share price (-1€) Final number of Performance Shares (capped at 200% of shares) • Elimination of the Restricted Share Plan as remuneration element • Introduction of a four-year performance period, elimination of annual lock-ins Revised LTI performance metrics comprising both an internal and external measure (weighted equally) with more challenging targets, to strengthen pay-for- performance link • Ex-ante reporting limited to the external measure (KPI 2) Overall payout cap at 350% of grant value#30evotec Your contact: Prof. Dr. Iris Löw-Friedrich, Chairperson of Supervisory Board Monika Conradt, Global Head of Human Resources Volker Braun, Head of Global IR & ESG Dr. Christian Dargel, Global Head of Legal & Compliance #RESEARCHNEVERSTOPS#31PAGE 30 evotec Back Up#32PAGE 31 evotec Back Up Strategic Outlook Boards of Directors Management Board Remuneration System#33evotec PAGE 32 SCIENCE BASED TARGETS Focus 1 - Environment: Taking action and be accountable Distribution of SBTi members +80% JAN 2021¹) (1,245 companies) Companies with Science-based targets, validated by SBTi DEC 2021 (2,257 companies) Commitments to <2.0°C Commitments to 1.5°C 1) Date of Evotec's commitment 2) Charles River, Catalent, Thermo Fisher, Qiagen Leading in the industry • In January 2021, Evotec pledged its commitment to submit SBTS by the end of 2022 in line with the 1.5°C scenario! • With 50 companies only, Pharma, Biotech and Life Sciences com- panies account for two percent of committed companies • Only four peers2) are members of the SBTi, yet#34Population 2020 - 2050e bn People 7.8 evotec 10 PAGE Focus 2 - UN SDG3 Selected parameters Pandemics 1918-1980 vs 1980-2021 >10 28 Hepatitis B ~260m Patients globally 7 m AMERICAS 15 m EUROPE 18 21 m EASTERN MEDITERRANEAN 1) Anti-microbial resistance Sources: WHO, Wikipedia, own estimates, Statista, Lancet, MSCI 60 m 39 m AFRICA SOUT-EAST ASIA No of Projects in Global Health, Virology, AMR¹) 2018 - 2020 115 m WESTERN PACIFIC 24 Chikungunya virus (CHIKV) 1.3 bn People in endemic areas Chikungunys virus disease cases 1.2 100 ecoc Date of production: 15/07/2020 Est. fatalities related to anti- microbial resistance 2019e-2050e mio. people 10#35evotec Interdisciplinary . Biochemists • Medicinal chemists • Molecular biologists • Cell biologists Toxicologists Highly qualified 76% with at least one academic qualification PAGE 34 Focus 3-DE&I: Great talent pool Overview Employees - Diverse and experienced • Data scientists Process/Analytical chemists ● • Clinicians mAb process engineers 24% other degrees 1) The chart exclude the USA for legal reasons International¹) 22% Others 20% German 21% French Diverse and experienced • 81 nationalities • 33% PhDs Average age: 38.5 years 19% Italian 18% British • 54% women • > 36% with more than five years at Evotec#36PAGE 35 evotec Back Up Strategic Outlook Boards of Directors Management Board Remuneration System#37evotec Supervisory Board member Prof. Dr. Iris Löw-Friedrich (Chairperson) Roland Sackers (Vice-Chairperson) Kasim Kutay Dr. Mario Polywka Dr. Constanze Ulmer-Eilfort Very strong commitment and attendance by all Supervisory Board members Frequency of meetings and attendance Dr. Elaine Sullivan PAGE 36 Number of Supervisory Board and committee meetings 10+6¹) ¹) SB Meetings + Committee Meetings (ACC/RNC) 10+11 10+5 10+3 7+3 10+6 Participation 10+6 9+11 10+4 10+3 7+3 10+6 Presence 100% 95% 93% 100% 100% 100%#38PAGE 37 evotec Back Up Strategic Outlook Boards of Directors Management Board Remuneration System#391600% Evotec target LTI¹) in % of base salary compared to market 1400% 1200% 1000% 800% 600% 400% 200% 0% evotec PAGE 38 More challenging LTI target versus national standards LTI target levels compared to both peer groups MDAX Int. PG CEO (new framework) MDAX Int. PG CxO (new framework) ¹) Displayed LTI target levels do not include deferred STI portion. 2) MDAX: Total Remuneration levels including pensions and benefits 3) Int. Peer Group: Target Direct Compensation • LTI target level market practice differs substantially between the German MDAX and the industry-specific International peer group, with the latter following an approach that is based on a substantially higher portion of pay-at-risk • To incentivize and foster long-term growth, Evotec puts a stronger focus on long- term variable remuneration resulting in higher LTI target levels compared to the German MDAX ● Additionally, a significant part of the short-term incentive will be deferred and require and additional investment in company shares (in combination with shareholding guidelines) to further align with shareholder interests • Evotec's pay-at-risk levels are substantially higher compared to average MDAX market practice and in line with levels of the competitor peer group % of Total CEO remuneration at risk2) CxO Q3 (75. percentile) Median Q1 (25. percentile) Evotec positioning Evotec 77% 70% MDAX 55% ✔ 53% ✔ Int. PG³) 76% ✔ 78%#40evotec Current remuneration structure (CxO)¹) Non-performance based compensation¹) 30% of Total Remuneration²) Significantly deferred pay-out of STI Transition of plan participants to the new remuneration framework PAGE 39 Proposed new remuneration Non-performance based compensation¹) 30% of TR STI 18% of TR / 70% of base structure (CxO)¹) RSP 2020 13% of TR (annualized) / 50% of base 75% of the RSP grant value will be included in the STI and 25% in the LTI; 60% of the STI is deferred Upfront STI 11% of TR/ 43% of base Deferred STI 17% of TR/ 65% of base LTI (SPA 2017) 39% of TR (annualized) / 150% of base ¹) including pension contributions and perks/benefits 2) TR = Total Remuneration including base salary, pension contributions and perks/benefits as well as STI and LTI LTI (new plan) 42% of TR (annualized) / 162% of base#41evotec Company Name Siemens Healthineers AG Wuxi Biologics (Cayman) Inc. Eurofins Scientific SE Charles River Laboratories Int., Inc. Carl Zeiss Meditec AG argenx SE QIAGEN N.V. Jazz Pharmaceuticals plc Denali Therapeutics Inc. AbCellera Biologics Inc. Schrödinger, Inc. Galapagos NV Exscientia plc MorphoSys AG Ligand Pharmaceuticals Incorporated Oxford Biomedica plc PAGE 40 International competitors and service companies as benchmark Composition of the international peer group Corporate revenue 2020 (€M) 12-Mo Avg Mkt Cap (€M) 14,460 56,288 714 50,371 17,589 14,482 13,618 12,899 9,829 7,774 6,208 6,166 4,196 4,148 2,240 2,214 1,853 1,157 5,439 2,565 1,335 36 1,641 2,074 294 205 95 530 11 328 164 99 Employees 2020 54,000 6,646 51,516 18,400 3,290 333 5,610 1,940 291 360 450 1,489 167 615 155 609 HQ Location Germany China Luxembourg United States Germany Netherlands Netherlands Ireland United States Canada United States Belgium United Kingdom Germany United States United Kingdom Industry Health Care Equipment Life Sciences Tools and Services Life Sciences Tools and Services Life Sciences Tools and Services Health Care Equipment Biotechnology Life Sciences Tools and Services Pharmaceuticals Biotechnology Life Sciences Tools and Services Health Care Technology Biotechnology Biotechnology Biotechnology Biotechnology Biotechnology Source: Revenues & EE's: based on Annual report 2020; all other items: S&P Capital IQ as on November 25, 2021. Revenues are calculated using average FX rates.#42evotec Company Name Hannover Rück SE Knorr-Bremse Aktiengesellschaft Vantage Towers AG Carl Zeiss Meditec AG Evonik Industries AG Uniper SE KION GROUP AG Talanx AG Rational AG LEG Immobilien SE AUTO1 Group SE Nemetschek SE Aroundtown SA Bechtle AG Commerzbank AG Telefónica Deutschland Holding AG Wacker Chemie AG United Internet AG TeamViewer AG GEA Group Aktiengesellschaft Deutsche Lufthansa AG HELLA GmbH & Co. KGaA Scout24 SE thyssenkrupp AG CTS Eventim AG & Co. KGaA PAGE 41 Corporate revenue 2020 (€M) N/A 6,157 945 1,335 12,199 50,968 8,342 N/A 650 922 2,697 597 1,180 5,819 N/A 7,532 4,692 5,367 456 4,635 13,589 National peer group based on MDAX Composition of the MDAX as of November 2021 6,380 354 28,899 257 12-Mo Avg Mkt Cap (€M) 17,806 16,469 14,161 13,618 13,194 11,749 10,898 9,040 8,992 8,884 8,290 8,083 7,526 7,226 7,152 7,012 6,543 6,539 6,514 6,355 6,201 6,141 5,944 5,848 5,432 Employees 2020 3,218 29,714 327 3,290 33,106 11,751 36,207 23,527 2,180 1,444 4,111 3,139 711 12,180 47,718 7,852 14,283 9,638 1,256 19,268 110,065 36,500 788 101,592 2,216 Company Name Fuchs Petrolub SE LANXESS Aktiengesellschaft Varta AG Fraport AG Jungheinrich AG Ströer SE CompuGroup SE & Co. KGaA TAG Immobilien AG Grand City Properties S.A. Rheinmetall AG ProSiebenSat.1 Media SE Hypoport SE Aurubis AG Hugo Boss AG alstria office REIT-AG Gerresheimer AG Software Aktiengesellschaft freenet AG Dürr Aktiengesellschaft Befesa S.A. AIXTRON SE zooplus AG K+S Aktiengesellschaft Cancom SE Corporate revenue 2020 (€M) 2,378 6,104 870 1,677 3,809 1,442 837 684 535 5,875 4,047 N/A 12,429 1,946 215 1,419 835 2,598 3,325 604 269 1,802 3,689 1,649 12-Mo Avg Mkt Cap (€M) Source: Revenues & EE's: based on Annual report 2020; all other items: S&P Capital IQ as on November 25, 2021. Revenues are calculated using average FX rates. 5,423 5,268 5,146 5,060 4,230 4,043 3,909 3,810 3,692 3,645 3,640 3,195 3,166 2,879 2,767 2,765 2,750 2,492 2,491 2,219 2,142 2,097 2,096 1,991 Employees 2020 5,728 14,304 4,584 21,164 18,103 10,003 7,814 1,354 882 23,268 7,307 2,131 7,236 13,759 167 9,880 4,700 4,004 16,525 1,137 728 768 11,135 4,102#43evotec Your contact: Volker Braun (Head of Global Investor Relations & ESG) +49.(0).40.560 81 - 775 +49.(0).40.560 81 - 333 Fax [email protected] #RESEARCHNEVERSTOPS