Slides
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FY26 Results Presentation 27 August 2026 1
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Disclaimer The material in this presentation has been prepared by Bapcor Limited (“Bapcor”) ABN 80 153 199 912 and is general background information about Bapcor’s activities current at the date of this presentation. The information is given in summary form and does not purport to be complete. Information in this presentation, including forecast financial information should not be considered as advice or a recommendation to investors or potential investors and does not take into account investment objectives, financial situation or needs of any particular investor. These should be considered, with or without professional advice when deciding if an investment is appropriate. Persons needing advice should consult their stockbroker, solicitor, accountant or other independent financial advisor. The release, publication or distribution of this presentation in certain jurisdictions may be restricted by law and therefore persons in such jurisdictions into which this presentation is released, published or distributed should inform themselves about and observe such restrictions. This presentation does not constitute, or form part of, an offer to sell or the solicitation of an offer to subscribe for or buy any securities, nor the solicitation of any vote or approval in any jurisdiction, nor shall there be any sale, issue or transfer of the securities referred to in this presentation in any jurisdiction in contravention of applicable law. Certain statements made in this presentation are forward-looking statements. These forward-looking statements are not historical facts but rather are based on Bapcor’s current expectations, estimates and projections about the industry in which Bapcor operates, and beliefs and assumptions. Words such as "anticipates”, "expects”, "intends,", "plans”, "believes”, "seeks”, "estimates”, and similar expressions are intended to identify forward-looking statements. These statements are not guarantees of future performance and are subject to known and unknown risks, uncertainties and other factors, some of which are beyond the control of Bapcor, are difficult to predict and could cause actual results to differ materially from those expressed or forecasted in the forward- looking statements. Bapcor cautions investors and potential investors not to place undue reliance on these forward-looking statements, which reflect the view of Bapcor only as of the date of this presentation. The forward-looking statements made in this presentation relate only to events as of the date on which the statements are made. Bapcor will not undertake any obligation to release publicly any revisions or updates to these forward-looking statements to reflect events, circumstances or unanticipated events occurring after the date of this presentation except as required by law or by any appropriate regulatory authority. 2 Other – This presentation makes reference to certain non-IFRS financial measures which are useful for the users of the financial report as they provide additional and relevant information that reflect the underlying financial performance of the business. Non-IFRS financial measures contained within this report are not subject to audit or review. Non-International Financial Reporting Standards (Non-IFRS) information
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3 Bapcor would like to acknowledge the Traditional Custodians throughout the countries we operate. We recognise the continued connection of all First Nations people in Australia, New Zealand and Asia and we embrace building our communities together as multicultural nations. Acknowledgement of Country
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Contents 4 1 Group Highlights 2 Segment Summaries 3 Financial Summary 4 Summary & Outlook 5 Q&A 6 Appendices
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• Statutory Loss of $431.6M includes $442.4M (post-tax) of significant items (99% non-cash) • Group Revenue of $1.9B down 1.8% on pcp, Underlying NPAT of $10.8M • Underlying EBITDA of $152.5M, above May 26 guidance • Turnaround actions implemented in 2H26 are gaining traction, with improved sales momentum 1 in the final 5 mths of FY26 • Results were impacted by higher costs arising from the Middle East conflict, together with softer consumer and business demand from weaker economic conditions • Delivered $68.5M in H2 working capital initiatives, in-line with Feb26 guidance • Net debt reduced to $135.0M at 30 June 2026, strengthening balance sheet flexibility • Leadership, governance and balance sheet foundations have been reset, creating a stronger platform for continued turnaround in FY27 Summary of FY26 results FY26 EBITDA above May 26 guidance. Initiatives to turnaround business delivered improved H2 momentum Revenue $1,924M 1.8% vs FY25 EBITDA $152.5M Above May guidance NPAT – Underlying $10.8M NPAT – Statutory ($431.6)M Net Debt $135.0M 63.0% vs FY25 Cash Conversion 109.4% vs 86.5% in FY25 85% vs FY25>100% General note: All financial numbers are on a Underlying basis unless stated otherwise. Refer to appendices for the reconciliation of statutory to Underlying numbers. The FY25 financial results have been restated - refer to Note 2 of the Appendix 4E and Financial report – 30 June 2026 for details. Note 1 – based on LFL sales and local currency versus pcp 5
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Improving competitiveness Targeted management actions implemented in 2H to restore performance 6 Key challenges 2H26 key actions and achievements Key FY27 initiatives Enhance profitability • Stock availability of key product lines in the right location at the right time • Elevated discounting • Uncompetitive pricing vs market • Improved price competitiveness across Burson and Autobarn through targeted repricing initiatives • Reduced Burson store level discounting from 16% at Dec 25 to 8% at June 26 through greater visibility and control of price overrides enabling re investment in more competitive pricing and profit delivery • Increased promotional activity across Trade, Retail and New Zealand to drive sales growth • Customer Value and profit performance through data led price management • Phase 2 of targeted repricing initiatives in Trade segment to increase competitiveness • Drive operational excellence across the store network including turnaround of underperforming stores • Improve promotional effectiveness and return on marketing campaigns • Increase own brand penetration across the Group • Improving promotional performance customer value revenue and profit growth through data analytics 1
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Optimising the cost base Targeted management actions implemented in 2H to restore performance 7 Key challenges 2H26 key actions and achievements Key FY27 initiatives Optimise CODB • Elevated cost environment • Historical imbalance between acquiring businesses and integration • Complexity of processes and systems make it difficult for team and customers to connect and transact seamlessly • Established an in-house recruitment function, reducing reliance on higher cost external recruitment consultants • Reduced high-cost emergency replenishment orders from the distribution centres to branches from 15.4% of lines ordered in 1H26 to 12.2% in 2H26 • Supply chain labour efficiencies implemented in Q4, delivering annualised savings $2.8M • Indirect spend review delivering savings • Decrease labour hire across supply chain to reduce costs • Deliver labour productivity improvements and optimise freight, fleet and logistics networks to improve service while reducing costs • Complete the NZ – North island DC consolidation • Implement initiatives to deliver domestic and international freight cost savings • Review all indirect expenditure to identify opportunities to reduce and eliminate costs • AI Machine learning, automation and simplification of business processes • Rationalise and monetise unutilised space across supply chain network 2
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Strengthening capital efficiency Key challenges 2H26 key actions and achievements Key FY27 initiatives Capital efficiency • Elevated inventory levels • Sub-optimal range management • Supply chain and stock placement • Reduced overdue debtors by $14.5M to $25.6M via improved collections and credit discipline • Reduced inventory by $22.5M to $524.8M (June 26) through range rationalisation, lower minimum order quantities, reduced excess stock and clearance of deleted lines • Branch in-stock levels at 94% in Burson, 92% JAS and 96% Autobarn in August (from 84%, 53% and 74% respectively in March 26). • Moved high velocity items from distribution centres into branch network improving customer satisfaction • Introduced greater capital allocation discipline to improve return on investment • Implement business unit Open to Buy (OTB) & planning capability to improve inventory performance • Continue to reduce inventory levels by ongoing range reviews, SKU rationalisation and OTB forecasting process • Imbed new Trade merchandise team to improve ranging, in-stock positions and clear excess & obsolete inventory in partnership with trade partners • Continued debtor management through automation and tighter credit controls • Continue to improve in-stock across the businesses towards 98% • Formalise capital management framework Targeted management actions implemented in 2H to restore performance 3 8
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Returning to growth Key challenges 2H26 key actions and achievements Key FY27 initiatives Return to growth • Leadership instability, Team building and retaining • Lack of clarity of direction both on immediate priorities and future plans • Decline in unit volumes • Team member turnover reduced to 35.5% (June 26) from 41.8% (Dec 25) through targeted engagement, incentive and retention initiatives, reductions continue • Delivered Manager Essentials training to ~80 frontline managers strengthening accountability, people leadership and team performance, ongoing sessions • Increased Burson sales representatives from 56 (Dec 25) to 64 (June 26) with recruitment continuing to improve customer connection in the field • Strengthened trade partner strategic partnerships through engagement and collaboration initiatives • Increased promotional activity across the business with new data analytics capability, improving customer value and profit performance • Enhance Team Value Proposition through company- led and team driven initiatives to increase engagement and reduce turnover • Network expansion in Trade and Networks businesses • Enhance Autobarn store layouts to improve space utilisation, customer experience and return per SQM • Refresh ranges to improve customer experience while Increasing higher margin own brand penetration • Continue to enhance ranging to maximise opportunities from the evolving car parc, improving coverage across EVs, hybrids, emerging Chinese vehicle brands and traditional ICE vehicles • Enhance ecommerce user experience and expand digital engagement across all business units • Strategic partnerships established with key trade partners • Leverage data led pricing to ensure customer value and profit enhancement Targeted management actions implemented in 2H to restore performance 4 9
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Customer focussed Customer experience improving as operational actions gain traction 10 Notes: 1. NPS is calculated on a rolling three-month basis. The New Zealand sample size was not statistically representative and has therefore been excluded • Turnaround initiatives are gaining traction supporting 2H market share gains • Initiatives include resetting prices, improved stock availability, investment in frontline capability and lower turnover 15 25 35 45 55 65 75 Oct-25 Dec-25 Feb-26 Apr-26 Jun-26 Trade Networks Retail • Introduced in October 2025 • More than 22,000 customers have participated • Actively addressing opportunities identified from customer insights NPS1 feedback informing customer focused actions 2H market share gains in Trade – parts Source: Aggregated industry data 25 27 29 31 33 35 Sep-23 Mar-24 Sep-24 Mar-25 Sep-25 Mar-26
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Strategy reset Creating a platform for sustainable earnings growth and long-term shareholder value 11 Turnaround Commenced February 2026 Commenced June 2026 • Comprehensive reset to align with evolving aftermarkets industry trends • Broad stakeholder engagement including employees and customers • New purpose and vision to be defined • Target markets being identified • Assessing opportunities provided by the car parc evolution • Initiatives prioritised to ensure focus, deliverability and execution • Portfolio review underway to reduce complexity FY27 • Turnaround program to stabilise the business and improve operational performance are well underway and remain ongoing • Early progress evidenced by improved 2H momentum Strategic reset & establishment of a strategic planning cycle • Strategy reset complete • Transition to an annual strategic cycle and execution of key strategic initiatives
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FY26 Segment Summaries 12 Chris Wilesmith Chief Executive Officer & Managing Director 12
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About Bapcor Our customers Generalist mechanics Specialist auto trade Truck & Commercial mechanics Parts resellers DIYers, car enthusiasts, car carers $1.9B FY26 Total revenue ~900 Locations Strong brands across segments Wholesale Specialist Networks We sell to independent mechanics, national chains and service centres. We have a collection of truck (CVG), electrical (JAS) and specialist brands. These service the truck, auto electrical and parts reseller markets. We sell to consumers through our retail business, including franchise and service elements. We sell to independent mechanics, national chains and service centres as well as businesses through a wholesale model. 40% of revenue 1 32% of revenue 20% of revenue 8% of revenue A leading ANZ provider of aftermarket vehicle parts, accessories, equipment, service and solutions 13 1. All revenue percentages exclude unallocated and head office revenue
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LFL sales growth 1 2 Total Sales growth First 7mths versus pcp Final 5 mths versus pcp Movement First 7 mths versus pcp Final 5 mths versus pcp Movement Trade 1 -2.5% Flat +2.5% -2.6% 1.3% +3.9% Networks 2 -1.9% +1.4% +3.3% -2.8% 2.7% +5.5% Retail 1 -1.2% +1.6% +2.8% -2.2% -2.5% -0.3% New Zealand (NZD) 2 -1.4% -1.1% +0.3% -3.8% 0.7% 4.5% Total -2.7% 0.4% +3.1% -2.9% -0.2% +2.7% Improved sales momentum 2H26 turnaround actions gained traction, with improved sales momentum in the final 5mths of FY26 14 Notes: 1. Like-for-Like (“LFL”) numbers have been adjusted for same store sales 2. Based on revenue per day which is considered a proxy for LFL • Trade – Improvement actions implemented in 2H drove Parts category sales growth in Feb – June 26, following a decline in July 25 – Jan 26 • Networks – JAS Auto Electrical and Wholesale delivered positive LFL sales growth in Feb – June 26, following declines in July 25 – Jan 26; CVG remained challenged • Retail - Positive LFL sales growth in Feb – June 26, led by improved Autobarn performance and targeted promotional activity. Closure of 5 underperforming stores • New Zealand – Positive LFL sales growth in Q3 was more than offset by declines in Q4, impacted by the NZ economy and the currency erosion between NZD & AUD
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FY26 segment overview Revenue 2 EBITDA Revenue 1 FY26 V FY25 EBITDA 1 FY26 V FY25 Segment ($M) FY26 FY25 % FY26 FY25 % Trade 776.9 784.7 (1.0%) 105.2 151.7 (30.7%) Networks 620.9 624.6 (0.6%) 67.7 63.1 7.3% Retail 393.8 403.0 (2.3%) 38.7 42.8 (9.6%) New Zealand 158.1 170.5 (7.3%) 19.4 27.9 (30.5%) Eliminations & Group (25.6) (23.6) (8.5%) (78.5) (52.4) (49.8%) Total 1,924.1 1,959.2 (1.8%) 152.5 233.1 (34.6%) 15 Notes: 1. FY25 numbers have been restated to reflect operating model changes, correction of prior period errors and the inclusion of a business previously classified as held for sale in the Retail segment. Refer to Note 2 & 3 of the Appendix 4E and Financial Statements – 30 June 2026 2. Percentage calculations exclude unallocated and head office revenue 15 Initiatives underway to address performance 40% 32% 20% 8% 46% 29% 17% 8%
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Trade 2H momentum improved with recovery actions underway 16 $M FY26 FY25 1, 2 Revenue 776.9 784.7 -1.0% Parts 685.6 683.4 0.3% Tools & Equipment 91.3 101.3 -9.9% EBITDA 105.2 151.7 -30.7% EBITDA margin 13.5% 19.3% -579bps Same store sales -1.5% +1.1% -260bps # of branches 247 240 +7 • New leadership team appointed mid-year, with strong after-market expertise including returned senior leader and store managers • Investment in merchandising capability now completed enabling focus on business improvement in FY27 • Delivered market share gains in the general parts category in Q3 & Q4 • 2H sales momentum improving: • Parts revenue up 0.3% YOY ( 1H down 0.6% and 2H up 1.2% on pcp) driven by pricing reset, improved in-stock positions and customer reengagement. • Tools & Equipment revenue down -9.9%, restructuring underway to improve service delivery and sales growth • EBITDA and margin decline was the result of poor historical pricing practices, lower gross margin during the transition to more competitive pricing and broader cost inflation • Equipment earnings impacted by lower sales and margin as capability is rebuilt • Refer to slide 6 - 9 for initiatives underway • Strategic network expansion continued with 5 new branches across Australia and plans in place to deliver growth in FY27 Notes: 1. FY25 numbers have been restated to a) reflect the changes in the operating model to eliminate intercompany sales and margin between the segments. Trade now includes the wholesale margin and associated costs previously included in the Networks segment. Refer to Note 3 of the Appendix 4E and Financial Statements – 30 June 2026 and b) correct prior period errors, with a reduction in opening retained earnings at 1 July 2025 refer to Note 2 of the Appendix 4E and Financial Statements – 30 June 2026 2. The prior year revenue classification between Parts and Tools & Equipment has changed to reflect the current allocation of discounts and customer rebates 16
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• Revenue slightly down YOY, with momentum improving through the year and 2H returning to growth (up 1.3%): • Specialist Networks revenue declined, with the FY25 restructure of JAS causing disruption to 1H, with 2H returning to growth. CVG impacted by softer trading conditions • Wholesale revenue grew (2H up 6.8% on pcp) supported by the recovery following FY25 warehouse consolidation and realignment of channel strategy • EBITDA growth reflecting the CODB benefits from prior year operating model changes partially offset by softer margins in Wholesale, due to revenue mix and competitive markets • Appointed new leadership for Networks and CVG with extensive automotive aftermarket experience • JAS and Wholesale recovery actions focused on rebuilding customer service, stock availability and strengthening execution • Refer to slide 6 - 9 for initiatives underway $M FY26 FY25 2, 3 Revenue 3 620.9 624.6 -0.6% Specialist Networks 455.9 464.1 -1.8% Wholesale 165.0 160.5 +2.9% EBITDA 3 67.7 63.1 +7.3% EBITDA margin 10.9% 10.1% +80bps # of branches 111 112 -1 Networks 1 Notes: 1. Segment previously called Specialist Wholesale 2. FY25 numbers have been restated to reflect the changes in the operating model to eliminate intercompany sales and margin between the segments. The wholesale margin and associated costs are recorded in the Trade and Retail segments to align with the segment which sells externally. Refer to Note 3 of the Appendix 4E and Financial Statements – 30 June 2026 3. FY25 excludes MTQ revenue and EBITDA as the business was sold on 28 November 2024 Performance rebuilding, with 2H revenue and earnings returning to growth WHOLESALE SPECIALIST NETWORKS 17
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Retail 2H earnings momentum improved as actions gained traction Notes: 1. Revenue includes company store revenue and franchisee fees 2. Same store sales relate to like-for-like company owned stores only 3. FY25 numbers have been restated to reflect the changes in the operating model to eliminate intercompany sales and margin between the segments. The wholesale margin and associated costs are recorded in the Trade and Retail segments to align with the segment which sells externally. Refer to Note 3 of the Appendix 4E and Financial Statements – 30 June 2026 4. FY25 revenue & EBITDA has been adjusted to include a business previously classified as held for sale which is to be retained, refer to Note 3 of the Appendix 4E and Financial Statements – 30 June 2026 $M FY26 FY25 3, 4 Revenue 1 393.8 403.0 -2.3% EBITDA 38.7 42.8 -9.6% EBITDA margin 9.8% 10.6% -80bps Same store sales 2 -0.1% -3.8% +370bps # of company owned stores 119 123 -4 # of franchise stores 213 223 -10 Total Stores 332 346 -14 • Revenue declined YOY, however 2H LFL sales returned to growth, up 1.4% led by Autobarn, supported by targeted promotional activity and the Hyperdrive operational improvement program. Category performance remained mixed, with growth in non-discretionary categories offset by continued softness in discretionary categories • EBITDA declined YOY, however earnings momentum improved in 2H26 up 14.2% versus pcp, driven by operational improvement initiatives, network optimisation and disciplined cost management • Accelerate loyalty program continued to grow, reaching 2.1M members, with active members up 5.8% to 984k, supporting continued growth in Autobarn online and loyalty sales • Autobarn network optimised including closure of 5 underperforming stores, one franchise conversion and continued store refurbishment • Significant work undertaken to rebuild ranging in Autobarn. These improvements will be rolled out early FY27, enhancing customer experience, sales and profit • Promotional activity and performance enhanced through new data led pricing, delivering improved outcomes in FY27 • Refer to slide 6 - 9 for additional initiatives underway 18
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New Zealand Challenging market conditions, actions underway to strengthen performance • AUD revenue decline primarily due to the weaker NZD which accounted for 73% of the decline • NZD revenue decline with softer market conditions, increased competition and Q4 Middle East disruption partly offset by positive LFL sales growth in Q2 & Q3 • EBITDA declined reflecting lower revenue, margin pressure from competitive pricing, mix shift into lower margin products and cost inflation • Strategic actions implemented in FY26 include: • Enhanced customer contact centre capability • Implemented branch performance dashboard to improve branch profitability • Established a South Island distribution centre to improve supply resiliency and delivery times; consolidation of the two Auckland distribution centres to be completed in 1H27 • Opened the Dunedin supersite, consolidating 4 brands into a single site and closing 3 sites • Refer to slide 6 - 9 for additional initiatives underway Notes: 1. Company-owned stores only and in local currency 2. Company stores represent physical locations. 3. Licensee stores are independent businesses operating the Bapcor owned brands of Battery Town and/or Shock Shop $M FY26 FY25 Revenue - NZD 183.2 186.9 -2.0% - AUD 158.1 170.5 -7.3% EBITDA - NZD 22.5 30.6 -26.4% - AUD 19.4 27.9 -30.5% EBITDA margin - AUD 12.3% 16.4% -409bps Same store sales 1 -1.3% -2.8% -150bps # of company stores 2 72 76 -4 # of Licensee stores 3 120 120 - Total Stores 192 196 -4 19
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FY26 Financial Summary Kim Kerr Chief Financial Officer 20
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External factors Macro-economic pressures impacted operating costs and consumer demand; management actions implemented 21 Significant weakness in NZD against AUD Consumer confidence across Australia 12% 14% 16% 18% 20% 22% 24% 26% Sep-25 Dec-25 Mar-26 Jun-26 Domestic fuel surcharge impacted due to Middle East crisis 0.80 0.84 0.88 0.92 0.96 Jul-2025 Oct-2025 Jan-2026 Apr-2026 60 70 80 90 100 110 120 130 2010 2012 2014 2016 2018 2020 2022 2024 2026 • Implementing fuel and freight optimisation plans • Negotiations with freight providers to minimise cost increases • Passing on fuel surcharge in some businesses Management response Management response • Price roll back initiative in Trade and Retail segments and targeted promotional activity • Turnaround program to ensure readiness on rebound Management response • Continue to actively manage FX exposures in line with Group hedging policy • Translation currency hedge implemented to protect New Zealand segment Q4 FY26 EBITDA Source: ANZ Roy Morgan Consumer Confidence
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Income Statement $M1, 2 FY26 FY25 Restated 2 % change Revenue 1,924.1 1,959.2 -1.8% Cost of Goods Sold (COGS) (1052.0) (1057.0) -0.5% Gross Margin 872.1 902.2 -3.3% Cost of Doing Business (CODB) (719.6) (669.1) 7.6% EBITDA 152.5 233.1 -34.6% Depreciation and amortisation (101.1) (94.2) 7.4% EBIT 51.4 138.9 -63.0% Finance costs (35.6) (37.3) -4.4% Profit before tax 15.8 101.6 -84.5% Income tax expense (4.7) (29.8) -84.5% Non-controlling interest (0.3) (0.1) NPAT – underlying 10.8 71.7 -85.0% Significant items (442.4) (52.6) >100% Significant items (464.1) (73.8) Tax on significant items 21.7 21.2 NPAT - Statutory (431.6) 19.1 <100% Key performance indicators Gross Margin % 45.3% 46.1% -72bps CODB % 37.4% 34.2% +325bps EBITDA margin % 7.9% 11.9% -397bps Notes (also see reconciliations in appendix): 1. All P&L KPIs on Underlying basis unless indicated otherwise. Refer to appendices for the reconciliation of statutory to Underlying numbers 2. FY25 numbers have been restated refer to Note 2 of the Appendix 4E and Financial Statements – 30 June 2026 • Statutory loss of $431.6M includes $442.4M post-tax significant items largely related to non-cash impairments . Details contained on slide 31 • Revenue declined 1.8%, though positive signs evident in final 5 months • Gross margin percentage improved in 2H26 as turnaround initiatives gained traction and EBITDA margin stabilised • CODB increased reflecting continued investment in information technology and supply chain initiatives, together with higher employee costs and other expenses • Finance costs reduced due to lower debt levels following balance sheet actions undertaken during 2H26, pressure remains on property lease costs Key points 22
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Cash Flow $M1 FY26 FY25 EBITDA – Underlying 152.5 233.1 Operating Cash Flow 166.9 201.7 Cash conversion % 109.4% 86.5% Interest (bank & lease) (35.6) (37.3) Principal Finance lease payments (70.9) (62.1) Transformation/ restructuring - (18.6) Tax 21.0 (12.2) Operating Cash Flow after Interest, Transaction & Tax 81.4 71.6 New distribution centres and stores (6.1) (9.7) Other capital expenditure (23.1) (51.8) Capital Expenditure (29.2) (61.6) Proceeds from sale of assets 3.0 10.9 Free Cash Flow 55.2 20.9 Other (1.5) (1.6) Dividends paid (18.7) (45.8) Net Cash Movement 35.0 (26.5) Opening net debt (364.8) (337.1) Net cash movement 35.0 (26.5) Net proceeds of equity raising 192.3 - FX / Derivatives 2.5 (1.2) Closing net debt (135.0) (364.8) Notes (also see reconciliations in appendix): 1. All P&L KPIs on Underlying basis unless indicated otherwise • 2H26 working capital initiatives delivered $68.5M in cashflow, driven by inventory, overdue debtor and other cash improvement initiatives, inline with guidance if $60M-$75M • Significant improvement in 2H26 cash conversion to 125.8% (1H26 93.4%) driven by stronger working capital discipline • Free cash flow increased to $55.2M reflecting lower capex, improved working capital management, tax refunds and finalisation of network consolidation projects in FY25 • Net cash movement was positive $35M compared with an outflow of $26.5M in FY25 • Closing net debt reduced to $135M supported by positive free cash flow and the $200M equity raising undertaken to reduce debt and strengthen balance sheet flexibility Key points 23
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Balance Sheet $M 30 Jun 26 30 Jun 25 Restated Cash 67.2 58.6 Trade and other receivables 162.0 170.3 Inventories 524.8 545.2 Income tax receivable & Other 7.5 42.8 Assets held for sale - 5.1 Total current assets 757.5 822.0 PP&E 91.7 109.9 Right-of-use assets 155.4 182.9 Intangible assets 221.2 635.9 Other assets 86.2 56.7 Total non-current assets 554.5 985.4 Total assets 1,312.0 1,807.4 Trade and other payables 247.4 257.8 Provisions and other 48.4 48.8 Lease liabilities 51.3 55.3 Borrowings - - Liabilities held for sale - 2.9 Total current liabilities 347.1 364.7 Lease liabilities 177.7 168.4 Borrowings 202.8 418.5 Provisions 19.1 18.1 Total non-current liabilities 399.7 605.0 Total liabilities 746.8 969.7 Net assets 565.2 837.7 Key performance indicators1 Average net working capital / revenue 23.1% 22.2% Average inventory / revenue 27.8% 27.4% • Improved quality of trade receivables with reduction in overdue debtors by $14.5M in 2H26 • Inventory reduction in 2H26 driven by targeted actions to optimise ranges, lower minimum order quantities and reduce excess stock, program continues • Reduction in intangible assets and right of use assets due to impairment outcomes • MetLife facility was repaid in FY26, eliminating current borrowings. Non-current debt reduced following the application of equity raising proceeds and positive cashflow • Assets and liabilities previously classified as held for sale have been reclassified into existing assets and liabilities Notes: 1. All P&L KPIs on Underlying basis unless indicated otherwise 2. Net working capital (NWC) / revenue % = (Average of current year and prior year NWC) / preceding 12 months revenue 3. Inventory/ revenue % = (Average of current year and prior year net closing inventory) / preceding 12 months revenue 4. FY25 numbers have been restated refer to Note 2 of the Appendix 4E and Financial Statements Key points 24
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Net Debt and capital management • Net debt decreased by $229.8 million from June 2025 ($252.3M from Dec 25), driven by $200 million equity raising and cash flow improvement initiatives. • All debt covenants complied with throughout the year, outcomes at 30 June 2026 were: • Net Leverage ratio2 1.72x (covenant < 3.5 times) • FCCR4 1.62x (covenant > 1.40 times) • Interest cover3 6.01x • The maturing $100 million MetLife facility repaid and debt facilities further reduced by $135 million. The total facilities are now $585M. • Covenants for FY27 are: • Net Leverage covenant 2 of less than 3.5 times adjusted EBITDA up to the 31 December 2026 testing date, before returning to 3.00 times from 30 June 2027. • Fixed Charge Cover Ratio 4 (“FCCR”) covenant of at least 1.30 times for 31 December 2026 and 30 June 2027 testing dates, before returning to at least 1.75 times at 31 December 2027. NET DEBT $135.0M UNDRAWN COMMITTED FACILITIES >$322M AVERAGE REMAINING TENOR ~3 years NET LEVERAGE RATIO 2 1.72x 35.0 42.0 93.0 35 145.0 168.0 9.5 Jul 28 Jul-29 Jul-30 Jul-31 DEBT MATURITY PROFILE ($’M) Drawn Undrawn As at 30 Jun 2026 Maturity Facility amount Drawn Undrawn Jul-2028 180 35 145 Jul-2029 210 42 168 Jul-2030 102.5 93 9.5 Jul-2031 35 35 - 527.5 205.0 322.5 Notes: 1. Total facilities at 30 June 2026 was $585M, whereas the amount presented as available above excludes parts of the facility which relate to bank overdraft, credit cards and bank guarantees 2. Net leverage ratio = pre-AASB 16 net debt / pre-AASB 16 Underlying adjusted EBITDA (see reconciliation in appendix), existing covenant is < 3.5 times 3. Interest cover = pre-AASB 16 EBITDA / Interest, not a debt covenant 4. FCCR (fixed cover charge ratio) = pre-AASB 16 EBITDA plus rent / interest plus rent 25
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Summary & Outlook 26 Chris Wilesmith Chief Executive Officer & Managing Director
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FY27 trading update & outlook FY27 - year to date performance • FY27 first 6 weeks sales are slightly ahead of the prior comparative period • Trade parts and Networks continue to deliver sales growth versus pcp • Performance in the Retail, New Zealand and the Trade equipment businesses remains challenging FY27 Outlook • Underlying NPAT is expected to be materially weighted to the 2H27 • Modest revenue growth expected in FY27, with the Middle East conflict related pressures moderating the benefits of turnaround initiatives. • Benefits will be largely reinvested in technology and people • Capital expenditure and depreciation and amortisation are expected to be in line with FY26 levels Strategy • Turnaround program is stabilising the business and improving operational performance • Comprehensive strategic reset process is well advanced • Portfolio review underway focussed on smaller non-core assets to drive business simplification FY27 first 6 weeks sales are slightly ahead of the prior comparative period 27
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Summary FY26 laid the right foundations for FY27 and beyond 28 • Enhanced leadership capability through the appointment of highly credentialled automotive aftermarket executives • Decisive actions implemented in 2H26 to turnaround the business • Financial flexibility improved • Clear priorities in place for FY27 • Performance improvement building momentum • Bapcor’s strategy reset underway to deliver sustainable long-term value creation
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Appendices 29
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The Bapcor investment proposition Bapcor is a leading player in the Australian automotive aftermarket sector, with a unique ecosystem, strong brand reputation, customer relationships and a significant footprint in ANZ 30 1 2 3 4 5 6 A leading ANZ footprint of branches ● Hard to replicate network of ~900 locations across ANZ and Thailand, with a proven, long term profitable rollout capability ● Strong brands across key categories Vertically integrated business model ● Vertically integrated business model across the automotive ecosystem ● Trusted white and private label brands, providing additional margin upside ● Visibility and supply into retail end-markets through Autobarn and Midas networks A market leader, with significant benefits from scale ● A market leading position across Australia and New Zealand ● Significant advantages from leveraging scale and strong distribution capabilities Supply chain and distribution capability ● Bapcor’s centralised distribution centres are now in a position to be optimised ● Supply chain capability is a key competitive advantage mitigating any risks to the supply chain Strong sector thematics ● Australia’s automotive aftermarket sector is leveraged to strong tailwinds, particularly driven by an ageing car parc, ongoing maintenance requirements and the continued adoption of EVs Team product knowledge, local relationships, credibility and customer service ● Passionate automotive-focused team with a customer centric culture ● Renewed focus on culture and team empowerment
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FY26 significant items breakdown $M 1H26 2H26 FY26 Commentary Segment impairment 99.9 345.4 445.3 Impairment of intangible and right of use assets Store impairment 3.9 1.3 5.2 Property, plant, equipment and lease impairment of stores Stocktake losses 3.0 - 3.0 Stock losses identified as part of stocktakes undertaken across Precision branches, as previously announced Restructuring costs 2.6 - 2.6 Redundancy costs associated with the Q2 cost saving initiatives Provision releases (1.1) 1.0 (0.1) Following the completion of the warehouse consolidation program during the first half Inventory valuation 4.0 - 4.0 Change in estimates for inventory valuation identified by reviews undertaken in the Retail and Trade segments Employee entitlements 2.5 - 2.5 Provision increase following detailed examination Other items - 1.6 1.6 Predominately relates to the termination payment to the former CEO Total (pre-tax) 114.8 349.3 464.1 Total (post-tax) 110.3 332.1 442.4 99% is non-cash, primarily the impairment of goodwill and trademarks 31
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Statutory to Underlying reconciliation FY26 Consolidated $M Statutory Significant Items 1 Underlying Revenue 1,924.1 - 1,924.1 EBITDA 138.8 13.7 152.5 D&A (101.1) 0.0 (101.1) EBIT 37.7 13.7 51.4 Finance Cost (35.6) - (35.6) Impairment (450.4) 450.8 - Profit before tax (448.3) 464.1 15.8 Income tax expense 17.0 (21.7) (4.7) Non-controlling interest (0.3) - (0.3) NPAT (431.6) 442.4 10.8 FY25 Consolidated – Restated 3, 4 $M Statutory Significant Items 2 Underlying Revenue 1,975.8 (16.6) 1,959.2 EBITDA 173.6 59.4 233.1 D&A (94.8) 0.7 (94.1) EBIT 78.8 60.1 139.0 Finance Cost (37.3) - (37.3) Impairment (13.7) 13.7 - Profit before tax 27.8 73.8 101.7 Income tax expense (8.6) (21.2) (29.8) Non-controlling interest (0.1) - 0.1 NPAT 19.1 52.6 71.7 Notes: 1. FY26 significant items are detailed on slide 31 2. FY25 significant items primarily related to inventory valuation, accounting estimate revisions, asst writ-offs and store impairments 3. FY25 numbers have been restated for prior period adjustments identified during FY26, with a reduction in opening retained earnings at 1 July 2025 refer to Note 2 of the Appendix 4E and Financial Statements – 30 June 2026 4. FY25 results restated to include a business previously classified as held for sale which is to be retained 32
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Leverage calculation reconciliation The following tables reconcile statutory to net debt, statutory EBITDA to pre-AASB16 EBITDA and the Net Leverage calculation. Consolidated $M 30 June 26 30 June 25 Cash and cash equivalents 67.2 58.6 Lease liabilities (229.0) (223.7) Borrowings excl. unamortised transaction costs capitalised (205.0) (421.5) Statutory net debt (366.8) (586.6) Lease liabilities 229.0 223.7 Net derivative financial instruments 2.7 (1.9) Net debt (135.0) (364.8) Consolidated $M (last 12 months) 30 June 26 Restated 30 June 25 Statutory EBITDA 138.8 173.7 Underlying EBITDA adjustments 13.7 59.4 Underlying EBITDA 152.5 233.1 AASB-16 adjustment (85.7) (77.2) Significant items for Net Leverage Ratio 3 11.0 - Share-based payment expense adjustment 0.7 1.2 Underlying EBITDA pre-AASB 16 78.5 157.6 Consolidated $M 30 June 26 30 June 25 3 Net Debt (A) 135.0 364.8 Underlying adjusted EBITDA pre-AASB 16 (B) 78.5 157.6 Net Leverage (A) / (B) 1.72x 2.32x Notes 1. Underlying net debt is calculated as statutory net debt excluding the impact of lease liabilities and adjusting for the net deri vative financial instruments position. This approach is consistent with banking covenant requirements. 2. Net leverage ratio is calculated by dividing net bank debt by pre -AASB16 underlying EBITDA adjusted for share based payment expe nse, significant and other items allowed to be excluded within covenant calculations 3. Significant items relate to non-recurring expenditure on IT projects – BMW, HRIS, payroll simplification and finance improvement projects. 33
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A leading ANZ aftermarket provider of vehicle parts, accessories, equipment, service and solutions 34