Slides
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FY26 Full Year Results Official Presentation Justin Hales, CEO Brett Edwards, CFO FY26
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Acknowledgment of Country Camplify Holdings Limited pays our respects to the Traditional Owners, their Elders past and present, and values their care and custodianship of these lands. Camplify Holdings Limited is a proud Newcastle-originated company built on the lands of the Awabakal & Worimi people.
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Australia The UK New Zealand Spain Germany Netherlands Austria 3
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About us We use technology to redefine the face of travel to elevate outdoor travel experiences Our vision A world where outdoor adventures & RV travel are accessible to all Our mission To become the world’s most trusted caravan and campervan sharing community making ‘van life’ accessible to all Empowerment Adventure Simplicity Inclusivity Innovation Our values
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Camplify was co-founded in 2015 in Newcastle, Australia Camplify is now the largest RV sharing community in Australia & NZ Global expansion has seen Camplify become a global platform – Now operating in Europe The UK, Germany, Spain, Netherlands & Austria Camplify has paid over $500 million in hire income to our van owners Over 1000 van rental businesses have started with the help of Camplify Overview
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Our Last 12 Months Strategy●A profit focused organisation first and foremost●Creating enablement for self sustaining growth●A focus on efficiency, and a stable base of operations●Improving speed to deliver changes and features●Building our product stack with a focus on automation and enabling our goal of achieving a 5 star user experience●Enabling improved damage cover●Becoming a data hungry business to facilitate improvement●Navigating global uncertainty ●Building a business that will be here for years to come
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● Turn around from -$10.4m loss to +$0.3m result for EBITDA ● Second half significant uplift in performance a EBITDA result of +$3.5m. An improvement of $6.3m PCP ● We have gone from a product development roadmap of 12 months backlog to a 45 day product delivery cycle ● We have shipped more product changes in the last 12 months then we had shipped in the previous 3 years ● We launched the Myway Mutual ● We have improved our customer satisfaction scores ● We have improved our customer retention rates ● We have improved our hirer conversion rates ● We have reduced our cost base ● We have created a much better business What we have achieved
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CEO Summary 8 8 CEO Summary The second half of FY26 is where the reset business proved itself. It returned to profit, held its margins through a genuine external demand shock, and enters FY27 with the structural work behind it. ● $3.5m H2 EBITDA — H2 NPAT of $2.3m and EBITDA of $3.5m, a $6.3m improvement on the prior corresponding half. ● $20.1m H2 revenue, higher margin — Up 5.6% on H1, while cost of sales fell 30% as MyWay Mutual brought protection margin in-house. ● MyWay Mutual scaled — The year's defining structural achievement, now the single largest driver of the H2 margin transformation, entering its first full year in FY27. ● Demand shock navigated — June-quarter oil volatility cut forward bookings 29%; margins held and bookings recovered to $16.75m by year end. ● JB Group partnership executed — $3.2m placement and a Board seat secured, with the managed-services pilot moving to network rollout in FY27. ● Full-year turn around — From a restated $16.5m loss; Group EBITDA turned positive to $0.3m, with $10.0m cash and no debt.
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CEO Summary 9 CEO Summary - continued Moving Forward into FY27 – Profitability leading enablement of growth Entering FY27 with a clear delivered strategy on optimisation of the business for profitability, CHL is well-positioned for upside potential in both bottom line results, and revenue sustainability in core markets. The future focus is clear and unwavering: ● Deliver profitability ● Achieve cost-effective growth in core markets. ● Generate positive cash flow. ● Further rollout and achieve cost reductions in the insurance program globally ● Operate a scalable marketplace with a new operation efficient cost base, with enablement to grow ● Expand the member services offering with a focus on the Australian market The company remains committed to its plan and positive about its ability to deliver against these objectives. Justin Hales CEO & Founder
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Key financial information
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CFO Summary 11 Despite the testing economic situation globally, it is pleasing to report that FY2026 has seen a strong improvement in the financial performance of CHL. The Group delivered a second-half net profit after tax of $2.1 million and second-half EBITDA of $3.5 million, against a first-half EBITDA loss of $3.2 million. For the full year, EBITDA was positive at $0.3 million The EBITDA Margin has seen a 30% improvement - from -13% in FY2025 HY2 to 17% in FY2026 HY2 - highlighting the magnitude of the turnaround in operational efficiency. The focus is now returning to revenue growth while maintaining the improved margins. The second half of FY2026 has been split in two by the tensions in the middle east. The first quarter saw excellent growth with a strong tail wind into February and March, particularly in the NZ market. This was completely halted by the uncertainty in fuel supplies, with revenue dropping 29% within weeks. We have seen Australia recover but our other markets remain patchy in terms of recovery. The failure of one of our competitors in the German market highlights the impact on the RV market in Europe that higher fuel prices are having. Expenses - particularly marketing and staff costs have been heavily focused on during the year, with tight management ensuring targets have been achieved. Cash closed at $10.0 million with no debt, as net operating cash outflows reduced to $0.2 million (FY25: $4.5 million), along with the cash from the $3.2 million placement completed in HY1 with the JB Group partnership. Brett Edwards CFO Group Revenue: $39.2 million (FY25: $42.0 million) FY26 EBITDA: $0.257m profit versus $10.360m loss FY25 Net Loss After Tax: $0.811m (FY25: $16.54m)
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Half-year trends to FY2026 Revenue, COS & EBITDA ($A m) Revenue COS EBITDA 25 20 15 10 5 0 -5 -10 24.3 9.4 -2.3 23.5 8.6 -3.8 20.0 9.2 -7.5 22.1 8.4 -2.8 19.1 8.4 -3.2 20.1 5.9 3.5 2024 HY1 2024 HY2 2025 HY1 2025 HY2 2026 HY1 2026 HY2 Marketing & staff costs ($A m) Marketing Employee costs 10 8 6 4 2 0 3.5 8.8 4.5 9.0 5.4 8.4 2.0 7.7 2.0 6.6 2.1 5.8 2024 HY1 2024 HY2 2025 HY1 2025 HY2 2026 HY1 2026 HY2 12
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13 https://www.youtube.com/watch?v=udH439GvSaA
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Commentary The company reported a statutory net loss after tax of $0.8 million, compared to a restated loss of $16.5 million in FY25. The gross profit margin has improved to 63% across the year, arising mainly from lower claims expenditure. Operating expenses have decreased significantly, helping to bring the EBITDA margin up from -25% to 1%. Much of that improvement came through the 2nd half of the year, where the EBITDA margin has been 17%. Key improvements in operating costs include the $3.7 million reduction in staff costs and the $3.2 million reduction in marketing expenditure. Depreciation and amortisation expense has remained consistent year on year. Income statement summary $ Millions FY24 FY25 FY26 Revenue 47.8 42.0 39.2 Cost of sales (18.0) (17.7) (14.4) Gross profit 29.8 24.3 24.8 Gross profit margin 62% 58% 63% Employee benefits expense (17.0) (16.1) (12.4) Marketing expense (8.0) (7.4) (4.2) Operations expenses (6.8) (8.1) (4.5) Administration expenses (2.4) (3.4) (3.6) Finance costs (0.0) (0.0) (0.0) Operating expenses (34.3) (34.9) (24.6) Other income 0.1 0.2 0.1 EBITDA (4.4) (10.3) 0.3 EBITDA margin -13% -25% 1% Depreciation and amortisation (2.3) (1.6) (1.5) Normalised EBIT (6.7) (11.9) (1.3) Net interest income/(expense) 0.2 0.1 0.0 Normalised Profit/(loss)before tax (6.5) (11.8) (1.3) Income tax benefit/(expense) 0.8 1.4 0.5 Normalised Net profit/(loss) after tax (6.3) (10.4) (0.8) Extraordinary Items Transaction costs - business combinations (0.2) - - Impairment of Assets (1.6) (6.1) - Net profit/(loss) after tax (8.1) (16.5) (0.8) 14
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Cash flow statement $ Millions FY24 FY25 FY26 EBITDA (excl acq and one-off costs) (4.4) (10.4) 0.3 Change in working capital (excl acq and one-off costs) 5.9 5.8 (1.5) Non-cash items 0.3 - - Cash flow from operating activities (10.0) (4.5) (1.2) Capital expenditure (1.6) (0.6) - Transfer to/from interest bearing deposit (0.0) - - Free cash flow (11.6) (5.1) (1.2) Proceeds from borrowings 0.0 - - Proceeds from issue of shares 0.0 - 3.2 Lease payments for right of use assets (0.4) (0.2) (0.1) Net cash flow (11.6) (5.3) 1.9 15 Commentary ● Cash of $10.0 million at 30 June 2026 was up from $8.4 million a year earlier, with no debt and no drawn financing facilities — strengthened by the $3.2 million placement completed in November 2025 alongside the JB Group strategic partnership. ● Net operating cash outflows reduced to $1.2 million for FY26 (FY25: $4.5 million outflow) which was driven by the cost reduction program ● The move to Quarterly Cash Flow reporting on the ASX more clearly shows the annual operating cycle of the business - with positive inflows in the lead up to the Australian and New Zealand summer periods, then rapid outflows as hirer pre-payments received across the peak booking period are settled with RV owners as travel completes.
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Balance sheet $ Millions FY24 FY25 FY26 Assets Current assets Cash and cash equivalents 14.8 8.4 10.0 Trade and other receivables 21.5 12.7 11.3 Inventories 0.3 - - Other assets 1.3 2.3 1.3 Total current assets 37.9 23.4 22.7 Non-current assets Property, plant and equipment 1.3 1.4 1.2 Intangible assets 57.2 50.3 48.4 Other assets 0.9 1.9 2.4 Total non-current assets 59.4 53.8 52.1 Total assets 97.3 77.2 74.8 Liabilities Current liabilities Trade and other payables 25.8 23.8 21.6 Contract Liabilities 7.1 6.8 5.9 Other liabilities 1.8 1.7 1.6 Total current liabilities 34.7 32.3 29.1 Non-current liabilities Financial liabilities - - - Provisions 0.1 0.2 0.2 Deferred Tax 4.1 4.1 3.9 Lease liabilities 0.0 0.2 0.2 Total non-current liabilities 4.3 4.6 4.3 Total liabilities 41.3 36.8 33.4 Net assets 58.3 40.6 41.3 Equity Share capital 85.1 85.1 88.4 Accumulated losses (27.8) (44.3) (44.8) Reserves 1.0 (0.2) (2.3) Total equity 58.3 40.6 41.3 16 Commentary ● The improvement in net assets to $41.3 million at 30 June 2026 (FY25: $40.6 million restated), was supported by the $3.2 million equity placement completed in November 2025, with total assets of $74.8 million against total liabilities of $33.4 million. ● The net current liability position significantly improved year on year to $6.4 million (FY25: $8.9 million), with current liabilities including $5.9 million of fees received in advance that convert to revenue rather than cash outflow through the normal operating cycle. ● The $21.6 million of trade payables largely represents owner settlements due in future period, which are matched by hirer receivables within the same operating cycle. ● In the European market, where hirer deposits are required to be retained in wallet accounts prior to travel, those monies are accounted for by netting off with the relevant trade payables amounts. ● Insurance payables included within Trade and Other payables predominantly represent amounts payable in Europe for hirer and owner policies due post completion of travel.
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Key Metrics
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18 ● All markets were significantly impacted in the final quarter of FY26 by the US Iran war in the Middle East and the impact on fuel supplies ● Prior to that point, GTV was tracking around 3% behind the prior year, but rapidly fell by 30% in Q4 ● Bookings were tracking around 9% behind the prior year, offset by higher average prices, but fell 28% in Q4 Bookings GTV (A$’m) Revenue (A$’m) Australia 41,036 57.5 25.1 New Zealand 8,194 18.7 6.5 United Kingdom 3,425 5.3 2.0 Spain 867 1.0 0.4 Germany 12,356 22.8 5.0 Austria 459 0.7 0.1 Netherlands 506 0.5 0.1 66,843 106.5 39.2 FY2026 Bookings GTV (A$’m) Revenue (A$’m) Australia 45,089 59.5 26.4 New Zealand 8,233 17.8 5.6 United Kingdom 5,245 7.8 2.7 Spain 1,686 2.0 0.5 Germany 15724 30.9 6.4 Austria 749 1.2 0.2 Netherlands 953 1.4 0.2 77,681 120.5 42.0 FY2025 (pcp) Geographical Segment performance
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FY26 $19.0m Total future bookings GTV beyond August 2026 FY25 (pcp) $22.9m Total future bookings GTV exc TAP Future bookings ● Future bookings are bookings that have been booked and paid for via the Camplify platform. ● These take place in the future generally within the next 12 months. GTV and revenue is only reported once the booking starts. ● Future Bookings as at 24 August 2026 was $19.0m (versus $22.9m in August 2025). ● Following revenue reductions in Q4, future bookings recovering - up $2.25m (13%) since 30 June 2026 Future bookings are subject to standard Camplify terms and conditions. Revenue and GTV are not recognised until the booking period starts. External factors may impact on the ability to recognise these bookings into the future. Due to differences in revenue recognition, no PaulCamper bookings are included in this figure. These numbers provide an indication of pipeline activity. 19
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Club Camplify & the MyWay mutual RV protection that's not like traditional insurance — Club Camplify membership, backed by the MyWay discretionary mutual.
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In FY26 Camplify owners moved from an external insurer to a member-owned discretionary mutual — broader cover, direct control of claims, and surplus retained inside the community rather than paid away as insurer profit. Stronger cover Expanded Public Liability protection with higher limits than the previous arrangement. Direct claims control In-house handling means faster decisions and lower operational overhead. Aligned economics Surplus stays in the fund, holding contributions competitive for members. Insurance-grade standards ASIC-regulated via AFSL partner REGIS and aligned to the General Insurance Code of Practice. 21 We brought owner protection in-house $2.7m Claims paid 2,447 individual claims paid to members (incl. GST). 99% Claims approved Of decided claims. Declines are almost entirely claims outside the protection terms. 68% Loss ratio Claims paid vs contributions — inside the target range for a fully funded first year. 85 Days to complete Average from lodgement to repair — the clearest improvement target for FY27. Year One Performance
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Year one proved the model. Year two sharpens it. 01 Capacity before high season Resource the claims team ahead of the January peak so surge volume is absorbed without strain. 02 Faster claims Cut lodgement-to-repair turnaround materially below the year-one average by widening the repairer network. 03 Clearer communication Members always know where their claim stands, without having to chase an update. 04 New benefits Build on the stronger cover delivered in year one with options owners have asked for. Coming for owners $500 excess option Agreed value option Business interruption benefit Personal roadside protection (AU & NZ) 22
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Club Camplify partnership All new JB Group brands including, JB, New Age, Network RV, Traveller and Victory vans will now include a complimentary three-year Club Camplify bundle — accelerating the growth of our membership base. ONE PARTNERSHIP · THREE MANUFACTURERS JB Vans NEW SUPPLY Every new van from the manufacturers arrives with a Club Camplify 12 months membership complimentary, bringing new-build stock into the Club. COMMERCIAL UPSIDE A three-year agreement builds recurring membership revenue and a longer relationship with every owner. Network RV New Age Caravans Traveller Caravans Victory Caravans 23
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FY27 Focus and Development
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Future outlook The CHL focus for FY27 is centered around long term profitable sustained growth. In the last 12 months CHL has focused on business improvement and effectiveness. Leveraging our investment in automation, enhanced platform tools, and customer network effect, CHL will in FY27 enable; ● Profitability ● Cash flow positive ● Well positioned to weather global macroeconomic issues ● Continuous improvement in operational efficiency ● Continue to build core fleet ● Getting back to growth in core markets ● Maintain and control core costs ● EBITDA positive results for FY27 CHL will also leverage the investment made into our global insurance products enabling; ● Expansion of retail customers through dealer partnerships ● Development of new products existing customers ● The further expansion of the mutual into Northern hemisphere markets This focus will position CHL into a strong future growth position with establish profit models 25 Outlook & priorities
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Introducing Camplify Xchange Australia's RV marketplace — caravans, motorhomes and campervans for sale from private sellers and dealers, connected to the Camplify rental network. Try Before You Buy Rent the exact RV on a Camplify trip before committing to purchase. Rental earning potential & earn calculator Every listing shows what it could earn on Camplify — a caravan that pays for itself. Camplify Verified listings Listings from our owner community, verified against real Camplify rental history. Full buy & sell marketplace Private sellers and dealers side by side — every category, every state. camplifyxchange.com.au Buy Sell Featured FAQ Sell my RV Find your next caravan, RV or camper All Categories · All Makes · All States Show listings Under $30K Off-Road Try Before You Buy Camplify Eligible Camplify Verified Listings Try Before You Buy See Rental Earning Potential 493 listings nationwide 2022 Caravan · Melbourne, VIC Earns ~$13k/yr on Camplify 2021 Camper Trailer · QLD Try Before You Buy 2025 Caravan · Newcastle, NSW Camplify Verified 493 Listings live today 1,200+ Listed since launch 12 Dealer partners 26
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One customer, the whole RV lifecycle Camplify and Xchange together keep customers in the group at every stage of RV ownership — and Club Camplify keeps them with us between stages. 01 Try Rent an RV on Camplify — including the exact one you're thinking of buying. 02 Buy Purchase with confidence on Camplify Xchange — verified listings, no fees. 03 Rent Offset ownership by renting it out on Camplify when it's not in use. 04 Sell Sell on Xchange when it's time to upgrade — and the cycle begins again. THE CONSTANT Club Camplify — with the customer at every stage Membership and community that hold the relationship through every stage — with Club Camplify protection provided by the MyWay Mutual. 27
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28 Justin Hales Chief Executive Officer and Executive Director Andrew McEvoy Chairperson & Non-Executive Director John Myler Non-Executive Director Karl Trouchet Non-Executive Director Mike Rosenbaum Non-Executive Director Sharon Xue Non-Executive Director Our Board
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29 Justin Hales Chief Executive Officer and Executive Director Brett Edwards Chief Financial Officer Sato Howard Global Head of Marketing Jeremy Gupta Chief Technology Officer Our Executive Team
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Summary
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Dictum in nulla pretium in nulla pretium Summary & appendix 02 Technology enabled and optimised Through a focus on automation, data, and technology development at speed, CHL is well positioned to scale growth with improved customer offerings at fixed operating cost models 04 Member led product focus Our Myway membership products enables CHL to build and expand with global protection products in existing and potential future markets. 01 Improved underlying profitability models FY26 was a strong focus on the businesses profitability models. H2 proven the significant development towards to correct operational model enabling a business built for profit. 03 Improved marketing approach CHL has been able to demonstrate an improvement in marketing effectiveness through improved channel mix enabling more efficient future growth Key takeaways 31
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Thank you
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Appendix 2026
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About us We are a platform for connecting hirers and RV owners together. We provide everything both parties need. We are the glue that connects the transaction. Our mission Creating the world’s best platform connecting hirers and RV owning members. Being the provider of all the products, services and support needed to have an outstanding experience. Our vision Build member products and technology that drive our growth, through customer enable of seamless travel while we provide our customers elite customer service
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Disclaimer & important notices The information contained in this presentation or subsequently provided, orally or in writing, to any recipient of this presentation, or any other information discussed at the presentation by or on behalf of Camplify Holdings Limited ACN #647 333 962 (Camplify or the Company) or its respective employees, agents or consultants (Confidential Information) is provided to the recipients on the terms and conditions set out in this notice (Disclaimer). You must read the Disclaimer before reading or making use of this document or any Confidential Information. The purpose of this presentation is to provide recipients with information relating to the Company. This presentation has been prepared by the Company and each recipient must make his/her own independent assessment and investigations of the Company and its business and assets and should not rely on any statement or the adequacy and accuracy of the Confidential Information. 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Platform risks As the Company operates a two-sided platform, the Company’s future growth and profitability is dependent on that platform being vibrant and active. The Company’s business relies on both Hirers utilising the platform and on Owners listing RV’s on the platform. The growth of the Company is also reliant on attracting and retaining customers to use its platform and converting those customers into new and repeat customers. Various factors can impact this conversion rate which in turn could impact the Company’s ability to meet stated objectives and could adversely impact the operations and financial performance of the Company. Performance of technology The Company is heavily reliant on information technology to make the Company’s platform available to users. There is a risk that the Company, its web host or the platform’s third-party integrations may fail to adequately maintain their information technology systems, which may cause disruptions to the Company’s business. There is also a risk that systems failures or delays, corruption of databases or other electronic information, power failures, issues with upgrades, technical malfunctions and other disruptions to information technology systems used by the Company, its web host or the platform’s third-party integrations or its users may cause disruptions to the platform or adversely affect user experience on the platform. Innovation The Company’s success in the future may depend on its ability to continue to identify and deploy the most appropriate new technologies and features. The ability to improve the Company’s existing products and services and develop new products and services is subject to risks inherent in the development process. There is a risk that the Company may fail to update its platform to adopt new technologies, or that other businesses may develop or adopt new technologies which give them a competitive advantage over the Company’s platform. This may render the Company’s business less competitive. Growth strategies As the Company plans to continue expanding its cross-border operations into existing and new markets, there is a risk that the Company may face challenges (including legal or regulatory) in which it has limited or no experience in dealing with. The success of the Company’s expansion may be affected by a number of factors, including, without limitation, existing incumbent competitors, the timing for and rate of uptake of the Company’s platform, differing consumer demands and sentiments, differing regulatory requirements, the ability to enforce intellectual property rights, exchange rate fluctuations and differing tax treatments in different jurisdictions. The Company may have to expend significant resources, such as costs and time, to establish operations, and market itself and develop its presence in those jurisdictions. Fraud and fictitious transactions The Company may be exposed to and encounter risks with regard to fraudulent activity by platform users. This may involve Hirer’s not receiving goods they have purchased or bookings they have reserved, Owner’s not receiving full payment for hires and the Company not receiving full payments it is contracted to receive Negative publicity and user sentiment generated as a result of actual or alleged fraudulent or deceptive conduct on the Company’s platform could severely diminish consumer confidence in and use of the Company’s platform. Cybersecurity and data protection The Company collects a wide range of personal, financial and service usage data and other confidential information from users in the ordinary course of its business, such as contact details and addresses, and stores that data electronically. The platform also includes third-party integrations who may collect information on the Company’s users, such as payment details. As an online business, the Company is subject to cyber attacks. The Company and, as far as the Company is aware, those third-party integrations have systems in place to maintain the confidentiality and security of that data and detect and prevent unauthorised access to, or disclosure of, that data. There can be no guarantee that the systems will completely protect against data breaches and other data security incidents. Intellectual property The Company places significant weight on the value of their intellectual property and Company know-how to maintain its competitive position in the market. There is a risk that the Company may inadvertently fail to adequately protect its intellectual property or be unable to adequately protect its intellectual property in new jurisdictions which it expands into from time to time. It is also possible that this information be compromised by an employee or a third-party without authorisation. Key risks 37
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Competition The Company recognises the potential risk that existing competitors or new entrants to the market may increase the competitive landscape and have an adverse impact on the financial performance of the Company which in turn, would erode the Company’s revenue and market share. Existing competitors and new entrants in the market may both domestically and overseas may engage in strategic partnerships or acquisitions, develop superior technology, increase marketing activity and/or offer competitive pricing. There is a risk that the Company may be unable to respond to such competition and this may reduce demand for the Company’s service and use of its platform which in turn, may have a material adverse effect on its revenue, profit margins, operations, financial position and growth prospects. Suppliers The Company’s business utilises third party suppliers, including companies which offer insurance and roadside assistance services. There is a risk that suppliers may become unable or unwilling to do business with the Company, or to renew contracts with the Company once they expire. There is no guarantee that the Company will maintain existing contracts or be able to renew contracts with suppliers on current terms, or at all. If the Company is unable to source alternative suppliers within a reasonable period of time and on reasonable terms, this may cause disruptions to the Company’s platform while suitable replacements are sourced or cause the Company to incur substantial costs. Key personnel The Company is dependent on its existing personnel as well as its ability to attract and retain skilled employees. The Company must recruit and retain expert engineers and other staff with the skills and qualifications to operate, maintain and develop the platform. A loss of key employees or under-resourcing, and inability to recruit suitable replacements or additional staff within a reasonable time period, may cause disruptions to the platform and growth initiatives, and may adversely affect the Company’s operations and financial performance. Restriction or suspension from digital marketing channels The Company relies on digital marketing channels such as Google and Facebook to market the platform to the social media of their client demographic. This reliance creates a risk that a ban, restriction or suspension may have an adverse effect on the business reputation, financial performance and operations of the Company. Search engine risk Due to the fact that most consumers access the platform through a search engine, the Company may become vulnerable to variations in search engine recommendations. This becomes particularly relevant if the Company becomes excluded from or ranked lower in search engine results due to changes to a search engine’s algorithms or other ranking criteria that are outside of the Company’s control. If the Company’s Search Engine Optimisation (SEO) activities are no longer effective for any reason, the traffic coming to the platform could significantly decrease. Reputational risk There is a risk that the Company’s reputation may be adversely impacted by substandard service of Owners, negative user experiences in the platform, user complaints or other adverse events which involve the Company or its platform. Any negative impact on the Company’s reputation may adversely influence user sentiment towards the Company and willingness to use its platform. This may have a material adverse impact on the Company’s future prospects. Insurance The Company maintains customary insurances against typical business risks, such as public liability insurance and cyber insurance. There is a risk that the Company’s insurance may not be adequate in coverage, valid in overseas jurisdictions, may not insure all risks or may not be able to be claimed against in respect of losses. This could have a material adverse impact on the Company’s financial position and reputation. There is also a risk that claims brought under the Company’s insurance policies could increase the premiums payable by the Company going forward, which may have a material adverse impact on the Company’s financial position. Covid-19 Camplify is constantly monitoring the actual and potential impact of COVID-19 on its business, the broader economy and the jurisdiction in which it operates. COVID-19-related lockdowns have had an immaterial impact on the Camplify business in the current year. Camplify implemented numerous steps to support staff and contractors following the onset of COVID-19, including supporting all staff and contractors to work from home, restricting all travel, and ensuring office spaces were safe and COVID compliant when a return became possible. Key risks (cont’d) 38
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Compliance with laws and regulations generally The Company operates in a sector where the laws and regulations around its operations are evolving. There is a risk that new laws or regulations may be enacted, or existing laws and regulations may be amended in such a way that impose obligations on the Company. If any laws or regulations are adopted which are more stringent than the laws and regulations currently applying to the Company’s platform, the Company may need to invest significant time and costs into complying with those laws and updating its platform. Compliance in overseas jurisdictions The Company has operations in the United Kingdom, New Zealand, Spain, Germany, Netherlands and Austria. There is a risk that a breach of applicable regulatory rules may be discovered which could result in penalties being incurred for any breach of such requirements and additional requirements may also be imposed by such regulatory rules as to the manner of the conduct of business in these jurisdictions which may result in material additional costs to the Company or may make the conduct of certain of these overseas operations not commercially viable. Seasonality The use of the platform by Owners and Hirers in all jurisdictions in which the Company and its overseas subsidiaries operate is subject to seasonality. It is typical for there to be an increase in bookings on the platform over the Summer and Easter holidays in Australia and New Zealand as well as the corresponding holidays in the United Kingdom and Europe. Where an event (such as a severe weather event or pandemic) impacts holiday makers in peak periods, the Company’s revenue will be impacted. Key risks (cont’d) 39