Slides
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Domino’s Pizza Enterprises Ltd FY Results 26 August, 2026 P eriod Ending June 2026
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2 RESET DELIVERED • FRANCHISEE RETURNS IMPROVING • FY27 - FOCUSED ON PROFITABLE SALES 1 Reset Delivered 2 3 4Improved Franchisee Profitability Strengthened Financial Position Outlook and Growth ✓ Leadership team in place; Andrew Gregory Group CEO ✓ Simplified pricing through reduced voucher dependency, smarter offers, and a leaner cost base ✓ Stronger store economics for franchisees ✓ Average Franchisee EBITDA up 11.3% to $105.7k(1) ✓ Store EBITDA margin increased from 7.1% to 7.9% ✓ $67m of annualised savings actioned; $35.3m realised in FY26 ✓ Balance sheet review completed resulting in largely non-cash write-downs ✓ Free cash flow up $116.6m to $164.1m ✓ Net leverage reduced to 1.86x from 2.57x ✓ Underlying NPAT $121.6m; up 4.0%; DPS up 51.2% ✓ Targeted offers lifting ticket and contribution for franchisees ✓ FY27 focus on rebuilding profitable sales growth ✓ Core pizza, simpler menus and stronger meal value ✓ Digital, CRM and customer service improvements to support growth FY26 has delivered improved franchisee economics and a strong balance sheet, with strong cash flows. The FY27 focus is on rebuilding profitable sales growth Executive Summary 1. Franchisee Profitability represents average rolling 12-month EBITDA per store as at Q3 FY26
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RESET THE CORE GROW PROFITABLE SALES 1 HORIZON 1 Strengthen Foundations 2 HORIZON 2 Grow Profitable Same Stores Sales • Reset delivered and core reinforced • Cost-out delivering material benefits • Strengthened Franchise profitability • Balance sheet and cash flow strengthened • Leadership in place • Customer offering simplified and fortified stronger value equation • Drive long term sustainable customer order growth • Leverage customer & data learnings on value, product and offers • Generate sustainable franchisee profitability growth • Returning to the positive flywheel of Domino’s “Recipe for Growth”(1) ACHIEVED NEXT 3 From Reset to Profitable Sales Growth 1. Our Recipe for Growth – Appendix, slide 21
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FY26 Results
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5 FY26 Results Summary 1. Underlying performance excluding Non-recurring items. For a reconciliation of statutory to underlying results, refer to slide. 24 2. Franchisee Profitability represents average rolling 12-month EBITDA per store as at Q3 FY26 3. Comparison to FY25 final dividend 4. Free Cash Flow excluding divestment proceeds EBIT(1) $200.1m, +1.0% NPAT(1) $121.6m, +4.0% Dividend(3) 32.5 cps,+51.2% Franchise Profitability(2) Q3 $105.7k, +11.3% SSS% -4.1% Network Sales $3.87b, -6.8% Free Cash Flow(4) $164.1m, +246.2% Net Debt Reduction $227.8m vs FY25
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1. SSS% calculated on constant currency basis 2. Underlying performance excluding non-recurring items 3. Free Cash Flow excluding divestment proceeds 4. Net Debt represents statutory cash and cash equivalents and borrowings, exclusive of AASB16 5. EBITDA calculated on a pre-AASB 16 basis and excludes non-recurring items and divestment 6. Franchisee Profitability represents average rolling 12-month EBITDA per store as at Q3 FY26 NETWORK SALES -6.8% vs. LAST YEAR • Network sales declined 6.8%, reflecting reduction in store numbers and the deliberate promotional reset, particularly in ANZ UNDERLYING EBIT INCREASE +1.0% vs. LAST YEAR • Group EBIT improved through cost savings and stronger contributions from Europe and Asia with overall margin improvement across the portfolio. The growth in EBIT was achieved despite having lower profit on store sales by circa $10m from the prior year and lower order volumes • A reduction of ~$23m in depreciation and amortisation is mainly due to the closure of stores in Japan UNDERLYING NPAT +4.0% vs. LAST YEAR • NPAT benefited from $4.8m of lower interest costs through stronger cashflow management together with reduced interest following the Group’s refinancing STATUTORY NPAT • Statutory NPAT reflects balance sheet write-downs and other non-recurring items, with a net after-tax impact of $255.7m FREE CASH FLOW INCREASED BY +$116.6M • Benefited from better working capital management, significant reduction in capital expenditure and lower tax payments DEBT REDUCTION • Net debt reduction of $227.8m with $138.9m of paydowns and $88.9m relating to FX translation FINAL DIVIDEND OF 32.5 CPS (UNFRANKED) • DRP remains in place (not underwritten) • Dividend equivalent to payout ratio of 50% of 2H underlying NPAT, supporting deleveraging and reinvestment Financial Results Overview Current Period Last Year Change vs Change % vs FY26 FY25 Last Year Last Year Network Sales $3,868.5m $4,152.7m ($284.2m) (6.8%) Same Store Sales Growth(1) (4.1%) (0.2%) (3.9%) EBIT (Underlying) (2) $200.1m $198.1m $2.0m 1.0% NPAT (Underlying) (2) $121.6m $116.9m $4.7m 4.0% NPAT (Statutory) ($134.2m) ($3.7m) ($130.5m) (3,527.0%) Free Cash Flow (3) $164.1m $47.4m $116.6m 246.2% Net Debt (4) $497.0m $724.8m ($227.8m) (31.4%) Net Leverage (4)/(5) 1.86x 2.57x (0.71x) (27.6%) Final DPS (cps) 32.5cps 21.5cps 11.0cps 51.2% EPS Underlying (cps) 128.5cps 126.3cps 2.2cps 1.8% Franchised Store Average EBITDA (5) $105.7k $95.0k 10.7k 11.3% 6
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Current Period Last Year Change vs Change % vs FY26 FY25 Last Year Last Year Same Store Sales Growth (4.1%) (0.2%) (3.9%) ANZ (4.7%) (0.4%) (4.3%) Europe (2.2%) 1.6% (3.8%) Asia (6.7%) (3.2%) (3.5%) Revenue $2,046.1m $2,303.7m ($257.6m) (11.2%) ANZ $687.8m $775.5m ($87.7m) (11.3%) Europe $728.7m $764.7m ($36.0m) (4.7%) Asia $629.6m $763.5m ($133.9m) (17.5%) EBIT (Underlying) $200.1m $198.1m $2.0m 1.0% ANZ $122.9m $130.6m ($7.7m) (5.9%) Europe $74.9m $73.0m $1.9m 2.6% Asia $34.7m $29.0m $5.7m 19.7% Global ($32.4m) ($34.4m) $2.0m 5.8% EBIT % of Revenue 9.8% 8.6% 1.2% ANZ 17.9% 16.8% 1.0% Europe 10.3% 9.5% 0.8% Asia 5.5% 3.8% 1.7% UNDERLYING GROUP EBIT +1.0% vs. LAST YEAR • Group EBIT increased despite cycling $10.0m lower profit fromstore sales compared to FY25 • Stronger Europe, Asia and Global results offset softer ANZ trading, demonstrating portfolio resilience • Cost-out, disciplined capital allocation and under-performing store exits supported margin expansion despite softer trading UNDERLYING ANZ EBIT -5.9% vs. LAST YEAR • Sales results reflected deliberate pricing resets and reduced discounting designed to improve franchise partner economics. While order volumes moderated as expected, higher ticket values, cost savings and food savings supported franchisee profitability • Margins improved despite DMP providing franchisee reduced costs of goods ahead of the associated benefits being realised UNDERLYING EUROPE EBIT +2.6% vs. LAST YEAR • Strong BENELUX performance offset softer trading in France and Germany in 2H • Higher ticket and pricing discipline, together with cost control, supported profitability despite lower volumes UNDERLYING ASIA EBIT +19.7% vs. LAST YEAR • Underlying EBIT increased despite lower revenue, reflecting closures of underperforming stores; mainly across Japan. Japan store rationalisation, menu optimisation and cost discipline supported a material improvement in corporate-store EBITDA and more than offset lower volumes • Malaysia and Singapore continued to improve from profitable bases GLOBAL OVERHEADS REDUCED BY 5.8% vs. LAST YEAR • Tighter cost control, disciplined headcount and lower discretionary spend in 2H reduced overheads and supported Group margin stability 7 Geographic Summary
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FREE CASH FLOW INCREASED BY $116.6M TO $164.1M, EXCLUDING DIVESTMENTS • Strong free cash flow reflects disciplined capital management, benefiting from lower capital expenditure, favourable tax payment timing and improved working capital • EBITDA decreased by $21.3m, primarily due to a $10.0m reduction in profit on the sale of stores, the disposal of IPG (print business) of ~$3m and lower warehouse contribution from the reduction of volume NET OPERATING CASH FLOW INCREASED BY $59.5M TO $226.7M • Operating cash flow before interest and tax increased $10.5m, with favourable working capital movements • Net operating cash flow also benefited from $44.9m lower tax payments, primarily reflecting the timing of tax payments across jurisdictions NET CASH USED IN INVESTING ACTIVITIES REDUCED BY $48.7M TO $5.7M • Capital expenditure reduced by $48.1m to $38.7m, reflecting a more disciplined and targeted approach to investment, including lower digital investment and store-related expenditure NET LEASE PRINCIPAL PAYMENTS REDUCED BY $8.6M TO $56.8M • Lease principal payments include $5.8m associated with stores closed under the Store Optimisation Program, with the cash impact expected to reduce as remaining lease obligations unwind Free Cash Flow Group Cash Flow FY26 FY25 Change vs Last Year Underlying EBITDA 325.4m 346.7m (21.3m) Change in working capital 9.4m (9.8m) 19.2m Profit on sale of non-current assets (10.4m) (20.3m) 9.9m Other movements (11.9m) (14.6m) 2.7m Operating cash flow before interest, tax 312.6m 302.1m 10.5m Non-recurring costs (59.1m) (58.1m) (1.0m) Net interest paid (21.3m) (26.4m) 5.1m Tax paid (5.4m) (50.4m) 44.9m Net operating cash flow 226.7m 167.2m 59.5m Capital expenditure (38.7m) (86.8m) 48.1m Proceeds from sale of PP&E & intangibles (1) 23.7m 26.0m (2.3m) Loans repaid by franchisees 9.2m 6.3m 2.9m Net cash used in investing activities (5.7m) (54.4m) 48.7m Net lease principal payments (56.8m) (65.4m) 8.6m Free cash flow before Divestment 164.1m 47.4m 116.6m Divestment proceeds 13.0m 0.0m 13.0m Free cash flow including Divestment 177.0m 47.4m 129.6m 8 1. FY26 excludes $3.8m of non-cash proceeds (FY25: $16.3m)
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DIGITAL INVESTMENTS OF $21.5M (FY25 $44.8M) • More disciplined digital investment, transitioning to an enterprise IT model with greater focus on cost control, prioritisation and commercial returns • Digital investment prioritised towards reducing customer friction, strengthening CRM and personalisation • Digital investment anticipated to be within the range of $30.0m - $45.0m going forward of which have a clear investment case and returns aligned to DMP strategic priorities • FY27 amortisation is expected to reduce by ~$8.8m STAY IN BUSINESS CAPEX OF $5.7M (FY25 $16.6M) • Lower refurbishment and asset replacement requirements, reflecting a smaller store footprint and a more disciplined, returns-focused approach to maintenance investment OTHER INVESTMENTS OF $0.9M (FY25 $6.4M) • Continued investment in operational systems, logistics and back-of-house capabilities STORE INVESTED CAPITAL OF $10.4M (FY25 $19.0M) • Reflects fewer new store openings and lower cash investment in the reacquisition of franchisee stores STORE RELATED PROCEEDS AND LOAN REPAYMENTS OF $32.9M (FY25 $32.4M) • Flat cash inflows versus FY25 from proceeds from the sale of stores and franchisee loan repayments Investing Activities FY26 Gross CAPEX of $38.7m (FY25: $86.8m) Gross Capital Expenditure reduction of $48.1m Proceeds from sale of stores and franchisee loan repayments of $32.9m in FY26 FY26 Net Investment Activities 9 Gross Capex Bridge: FY25 to FY26 ($M) 86.8 (23.3) (10.8) (5.5) (8.6) 38.7 (32.9) 5.7 FY25 Gross CAPEX Digital Investments Stay in Business CAPEX Other Investments Store Related CAPEX FY26 Gross CAPEX Store Related Proceeds & Loan Repayments FY26 Net Investment Activities
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FINANCIAL RATIOS(1) TOTAL CASH AND UNDRAWN COMMITTED DEBT LEVERAGE AND DEBT • Net debt reduction of $227.8m with $138.9m related to cash repayments and $88.9m relating to FX translation (predominantly JPY) • Net Leverage decreased to 1.86x from 2.57x; Achieved Target of <2.0x. • The Interest Coverage ratio is strong at 20.6x • Successfully completed the $1.05b refinancing in December 2025, with improved pricing, staggered maturities, ~4-year weighted average tenure and a temporary 3.5x NLR covenant cap to preserve strategic flexibility DIVIDEND • Dividend 32.5 cps, equivalent to a payout ratio of 50% of 2H underlying NPAT; up 51.2% vs FY25 final dividend • Dividend reflects a balanced approach to shareholder returns, continued deleveraging and reinvestment in the business • Non-underwritten DRP remains in place LIQUIDITY AND FLEXIBILITY • Strong liquidity position of $467.5m (cash and undrawn committed facilities), supported by long-dated facility tenors BALANCE SHEET WRITEDOWN • $255.7m post-tax balance sheet write-down across France and Taiwan goodwill, IT assets, underperforming stores and other carrying value adjustments Debt & Capital Management Improved balance sheet and leverage position Current Period Comparative FY26 FY25 EBITDA 12 Month Rolling $267.3m $281.7m Total Debt(1) $628.0m $878.3m Cash and Equivalents $131.0m $153.5m Net Debt $497.0m $724.8m Interest Coverage 20.6x 17.1x Net Leverage 1.86x 2.57x Net Leverage Covenant <3.5x <3.0x 10 1. Presented on a pre-AASB 16 basis, EBITDA excluding non-recurring items and divestments 1.86x Net Leverage Ratio (1) Reduction of 0.71x 32.5cps Dividend Increase of 51.2% $227.8m Net Debt Reduction
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Operational Update
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WA Is Outperforming Australia In Financial Performance SEP 25 RESET OCT 25–JAN 26 LEARN FEB–JUN 26 REBALANCE FY27 APPLY IN FY27 12 WA Q4 SSS OUTPERFORMING REST OF AUSTRALIA (1) • CARRY-OUT COMP SALES POSITIVE • DELIVERY COMP SALES IMPROVING We stopped broad discounting in September, then rebuilt orders with targeted carry-out value and a lower delivery fee. Broad, high %-off withdrawn Big Deal Week and broad web offers removed Ticket improved. Orders fell too far. No broad offers We took too much value out, too quickly. We brought back sharper carry- out offers and started testing lower delivery fees. Targeted carry-out restored Delivery fee sensitivity tested 14 FEB Super Saturday pickup-only 7 APR Tuesday Deals pickup-only 4–24 MAY $6.95 pickup limited window Same menu price Pickup and delivery; builds trust and clarity Delivery-fee pricing reset Critical to volume Everyday fair menu price Reasonable delivery charge Lower voucher-led discounts Enable sales 5 MONTHS RECORD FRANCHISEE EBITDA CARRY-OUT COMP SALES POSITIVE AUGUST $5.95 DELIVERY FEE IMPLEMENTED 1. Comparative SSS measured against the prior corresponding period
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1. Franchisee Profitability represents average rolling 12-month EBITDA per store as at Q3 FY26, based on franchisee submissions received at that date. Q4 rolling 12-month EBITDA submission coverage was insufficient for reporting; however, preliminary submissions indicate EBITDA growth is materially consistent and aligned to Q3 FY26 per above 2. Franchise partner profitability includes P&L submissions for 75.4% of stores for the Q3 FY26 12-month rolling period, 81.5% for Q3 FY25, excluding Taiwan. Data presented in constant currency, using rolling 12 months FY26 FX rates for all periods 3. FY22 benefited from COVID-related tailwinds, including government training subsidies and other temporary support measures, resulting in a temporary uplift to franchisee profitability FRANCHISEE PROFITABILITY IMPROVING • Benefits from DMP’s cost-out program are being passed through to franchise partners, including through lower food and packaging costs • Delivering on strategy to improve franchisee profitability with franchisee EBITDA increasing from A$95.2k in FY23 to A$105.7k and store margins lifting from 7.1% to 7.9% over the same period. Targeting sustainable franchisee EBITDA • Franchisee profitability increased year-on-year across all major markets, driven by strong performance in Australia, New Zealand and Japan and consistent, healthy growth in Netherlands and Germany MARGIN IMPROVEMENT DRIVEN BY: • Higher average ticket and clearer everyday pricing • Ingredient cost savings and tighter cost controls • Operational execution and simplification Strengthening Franchise Partner Economics1 13 Q3 AVERAGE ROLLING 12 MONTH EBITDA PER STORE (GLOBAL)(2) 105.7K 95.0K91.2K95.2K 128.5K (3)
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Our Franchisee Roadmap to Sustainable Growth1 TARGET A$130k Target Global Franchisee EBITDA CURRENT A$105.7k Average Global Franchisee EBITDA CUSTOMER GROWTH DMP proposition + franchisee execution PROCUREMENT DMP-led PRODUCTIVITY & OTHER DMP proposition + franchisee execution Sustainable Growth Model • Superior Value and Transparency for Customers – Clearer pricing and smarter offers drive trust and frequency • Stronger Economics and Profitability for Franchisees – Lower costs and stronger margins support the A$130k target • Higher Average Ticket Prices – Better bundles and mix lift ticket and contribution • Focus on Restoring Volumes – Targeted CRM rebuilds volume without margin dilution • Driving Store Productivity – Better labour scheduling, makeline processes and electronic ordering improve store efficiency • Improved Issue Ownership and Resolution – Removes recurring friction, protects repeat orders and improves store economics • Delivering Procurement Savings – Supplier optimisation across food and packaging lowers input costs for franchise partners Franchisees are faced with high inflation and minimum wage increases Our value proposition is primed to attract customers But further savings and efficiencies are also required 14 1. The initiatives are illustrative and do not imply an equal weighting of contribution to achieving the overall target
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15 Update on Cost Savings Initiatives FUTURE OPPORTUNITIES • Further opportunities of $15–25m have been identified across food and packaging, G&A and technology, subject to implementation and timing • Additional savings to be evenly distributed between franchisees and DPE PROGRESS TO DATE ✓ $67m of annualised savings actioned across technology, central support, procurement, logistics, marketing and G&A ✓ $35.3m realised in FY26, strengthening cash flow and unit economics BENEFITS TO DPE AND FRANCHISEES ✓ Around two-thirds of FY26 savings passed through to franchise partners ✓ Lower food and packaging costs supporting store margins ✓ Lower costs charged to national advertising funds increasing working media available to support sales ✓ DMP-retained savings supporting earnings resilience and offsetting lower volumes $67.0m Annualised cost savings actioned $35.3m of the $67.0m actioned cost savings, realised in FY26 $15 – 25m Additional cost savings identified through future opportunities 1. Additional cost savings identified with ongoing work still in progress (1)
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Outlook
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Trading Update Trading remains below expectations but is consistent with the H2 run-rate. Each market has plans underway to improve sales in H1 and build sales momentum. Higher-margin orders are improving unit economics; across the Group. ANZ • First 8 weeks sales were soft. The pending launch of new product ranges and Coca-Cola partnership expected to support stronger sales momentum into September • More discipline on value is improving unit economics • Restoring profitable volumes is a core focus of FY27 • Learnings from the WA pricing trial will help drive volume while maintaining a disciplined approach to value EUROPE • July sales were impacted by extreme heat and a softer than expected Netherlands marketing campaign with Germany’s pricing initiatives anticipated to improve SSS in September • BENELUX: “Honour the Craving” proposition demonstrates that occasion-driven offers can lift ticket and contribution; other markets are refining pricing, bundles and value perception • Next phase is to recover transactions while preserving profitability ASIA • Japan delivered softer sales in July, with sales-focused initiatives being implemented and trends expected to strengthen through August into September • H1 FY27 priority is to convert healthier unit economics into sustainable growth Group SSSg: H1: -2.5% H2: -5.7% FY27 First 8 Weeks -5.8% Week Ending 23 August Healthier Store Economics Targeted offers are lifting ticket and improving profit – but have lowered order counts Rebuilding Profitable Volume FY27 focus: retain margin gains while restoring frequency, orders and profitable sales growth 17 Promotional reset supporting improved store economics
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18 ANDREW GREGORY | GROUP CEO Build on Strengths Restore Momentum This is a platform to build on, not to rebuild The immediate task is to turn stronger foundations into sustainable order growth, franchise partner returns and shareholder value 1 A Stronger Platform to Build From • The FY26 reset has created a leaner operating base and stronger platform for improvement • The business is now set up so that growth converts into materially stronger returns 2 Real Energy in The Network • Store visits confirm genuine operational energy and pride in Domino’s • Franchise partners are engaged and want to grow 3 Momentum requires improvement • Order growth remains below the long-term potential of the business • Focus on regaining order count momentum 4 A Strong, Leading Brand • Market leadership across many of the markets in which we operate • Our scale allows the brand to offer customers exceptional value NEXT: THREE PRIORITIES TO RESTORE PROFITABLE GROWTH Now we must restore profitable order growth The Foundations are Stronger
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Key Priorities GROW AVERAGE WEEKLY UNIT ORDERS • Scale Proven Learnings from WA – Deploy profitable pricing and promotions tested in WA across the Australian network • Simplify The Range – Improve execution consistency and customer satisfaction • Sharpen Marketing – Lift marketing effectiveness and promotional ROI • Drive Store Execution – Strengthen operational discipline to unlock sustainable sales growth IMPROVE FRANCHISEE PROFITABILITY SUSTAINABLY • Continue Cost Reduction Plan – Redirect savings to revenue initiatives – not margin dilution • Target $130k EBITDA/store – Combine disciplined costs with same-store sales growth • Enable Partners – Ensure franchise partners have enhanced systems and data for store execution LEAD WITH URGENCY AND ACCOUNTABILITY • Leverage Market Teams – Clear accountability enables faster decisions, local execution, ownership and resolution • Balance Speed / Tactics with Customer Focused Plans – Drive near-term performance while strengthening long-term customer outcomes • Leverage Common Measure of Success – Enable cross-market learning and accelerate adoption of best practices PROFITABLE GROWTH • DISCIPLINED EXECUTION • DIRECT ACCOUNTABILITY 19 1 2 3
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20 APPENDIX
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21 Our Recipe for Growth • Stronger Customer Proposition: Increasing brand relevance and NPS, driven by improvements in food, value, and customer experience • Drive Same Store Sales Growth: Comparable sales growth at or above peers, supported by a sustainable model • Healthy Unit Economics: Focus on profitable sales and strengthening franchisee returns through healthy unit economics • Expanding Store Network: Return to store rollout growth and deliver our market and whitespace potential • Driving Portfolio Profitability: Expanding market share and creating capacity to reinvest for sustained growth 1 2 3 4 5 Stronger Customer Proposition (PQ, NPS) Driving Portfolio Profitability Expanding Store Network Healthy Unit Economics Drive Same Store Sales Growth 1 3 4 5 2 Simplifying the System
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GROUP NETWORK STORE COUNT REGIONAL STORE COUNT REGIONAL STORE COUNT AS A % OF NETWORK STORE COUNT Network Store Count Region H122 FY22 H123 FY23 H124 FY24 H125 FY25 H126 FY26 ANZ Corporate Store Count 81 70 94 84 84 59 66 62 61 62 Franchise Store Count 782 813 812 813 817 839 831 829 827 810 Network Store Count 863 883 906 897 901 898 897 891 888 872 New Organic Store Additions 3 23 23 38 7 14 1 8 3 7 Store Addition % of Network 0.3% 2.7% 2.6% 4.3% 0.8% 1.6% 0.1% 0.9% 0.3% 0.8% Europe Corporate Store Count 123 134 135 93 89 71 76 68 62 56 Franchise Store Count 1,198 1,267 1,278 1,314 1,326 1,309 1,298 1,277 1,281 1,251 Network Store Count 1,321 1,401 1,413 1,407 1,415 1,380 1,374 1,345 1,343 1,307 New Organic Store Additions 39 123 20 63 22 40 7 14 6 15 Store Addition % of Network 3.0% 9.6% 1.4% 4.5% 1.6% 2.8% 0.5% 1.0% 0.4% 1.1% Asia Corporate Store Count 446 409 684 706 739 733 708 596 604 601 Franchise Store Count 597 694 733 772 782 784 757 697 683 670 Network Store Count 1,043 1,103 1,417 1,478 1,521 1,517 1,465 1,293 1,287 1,271 New Organic Store Additions 87 148 36 104 44 62 13 24 3 8 Store Addition % of Network 10.9% 18.5% 3.3% 9.4% 3.0% 4.2% 0.9% 1.6% 0.2% 0.6% Metric H122 FY22 H123 FY23 H124 FY24 H125 FY25 H126 FY26 Corporate Store Count 650 613 913 883 912 863 850 726 727 719 Franchise Store Count 2,577 2,774 2,823 2,899 2,925 2,932 2,886 2,803 2,791 2,731 Network Store Count 3,227 3,387 3,736 3,782 3,837 3,795 3,736 3,529 3,518 3,450 New Organic Store Additions 129 294 79 205 73 116 21 46 12 30 Store Addition % of Network 4.4% 10.0% 2.3% 6.1% 1.9% 3.1% 0.6% 1.2% 0.3% 0.9% 22
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Balance sheet reflects significant FY26 asset write-downs alongside continued debt reduction and favourable FX movements • Total assets decreased by $631.6m, primarily reflecting the FY26 balance sheet review and associated impairments and write-downs, together with favourable FX translation impacts. • Goodwill and intangible assets decreased by $333.0m, primarily reflecting $170.2m of impairments and write-downs, $43.6m of accelerated amortisation, FX translation and the derecognition of goodwill associated with the Impressu divestment. • Property, plant & equipment and other non-current assets decreased, including $18.1m of asset impairments and write-downs, together with movements in lease-related assets and FX translation. • Working capital movements were favourable, with trade and other receivables decreasing by $35.7m, primarily reflecting higher receipts in Europe and the phasing of collections. • Net current tax balances decreased by $30.8m, reflecting the utilisation of prior-year tax receivables, current-year tax obligations and the phasing of tax payments across jurisdictions. • Net Debt(1) decreased by $227.8m, driven by $138.9m of cash repayments and $88.9m of favourable FX movements. • Total Debt(2) decreased by $248.2m, including $151.1m of cash repayments, with the remaining reduction primarily reflecting favourable FX translation. • Other non-current liabilities decreased by $88.5m, primarily reflecting movements in lease liabilities and favourable FX translation. 23 Balance Sheet Group Balance Sheet FY26 FY25 Variance Cash & cash equivalents $131.0m $153.5m ($22.5m) Trade and other receivables $120.2m $155.9m ($35.7m) Inventories $36.8m $46.5m ($9.7m) Current tax assets $2.0m $24.6m ($22.6m) Other current assets $141.6m $166.0m ($24.4m) Total Current Assets $431.6m $546.4m ($114.8m) Property, plant & equipment $150.8m $217.9m ($67.1m) Goodwill $432.1m $580.8m ($148.7m) Intangible assets $503.1m $687.4m ($184.3m) Other non-current assets $520.5m $637.3m ($116.8m) Total Non-current Assets $1,606.5m $2,123.4m ($516.9m) Total Assets $2,038.2m $2,669.8m ($631.6m) Trade & other payables $275.4m $317.9m ($42.5m) Current borrowings $6.1m $12.4m ($6.3m) Current tax liabilities $11.6m $3.4m $8.2m Other current liabilities $170.4m $214.3m ($43.9m) Total Current Liabilities $463.5m $548.0m ($84.5m) Non-current borrowings $613.2m $855.1m ($241.9m) Deferred tax liabilities $106.5m $117.4m ($10.9m) Other non-current liabilities $397.7m $486.2m ($88.5m) Total Non-current Liabilities $1,117.4m $1,458.7m ($341.3m) Total Liabilities $1,580.9m $2,006.7m ($425.8m) Net Assets $457.3m $663.1m ($205.8m) 1. Net Debt calculated as current and non-current borrowings, less cash and cash equivalents 2. Total Debt comprises current and non-current borrowings, and excludes pre-IFRS 16 finance leases.
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RECONCILIATION – STATUTORY PROFIT TO UNDERLYING – FY26 Statutory to Underlying Reconciliation Statutory Non-Recurring Items Underlying Network Sales $3,868.5m - $3,868.5m Revenue $2,046.1m - $2,046.1m EBITDA $53.6m $271.8m $325.4m Dep & Amortisation ($169.5m) $44.2m ($125.3m) EBIT ($116.0m) $316.1m $200.1m EBIT Margin (5.7%) - 9.8% Interest ($23.3m) - ($23.3m) NPBT ($139.3m) $316.1m $176.8m Income Tax $5.1m ($60.3m) ($55.2m) NPAT ($134.2m) $255.7m $121.6m 24
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Non-recurring Items FY26 Comments Balance Sheet Impairments France and Taiwan (Goodwill & Intangible Assets) $135.6m Write-down of goodwill and indefinite life intangible assets, reflecting revised performance expectations and timing of recovery of the France business and partial write-down of the Taiwan operations IT Development Costs $43.6m Portfolio review of technology assets to align with the current enterprise strategy for IT. This has resulted in the write-off of technology assets no longer aligned with the Group’s current enterprise technology strategy Store and Related Assets $69.0m Write-down of assets associated with underperforming corporate stores and stores planned to be re-franchised. Other Balance Sheet Items $30.0m Primarily relates to inventory provisions, franchisee loan provisions and other balance sheet carrying value adjustments $278.2m Other Non-recurring Items Streamlining of Operations $13.4m Costs associated with streamlining operations and aligning the Group’s cost base with its strategic priorities Store Optimisation Programs $9.4m Costs associated with prior store closure programs and the closure of underperforming stores Legal and Professional Fees $9.7m Legal and professional costs relating to discrete legal proceedings, disputes, or regulatory matters and divestment- related transaction costs Loss on divestment of non-core business $2.6m The disposal of Impressu Print Group was undertaken to streamline the Group’s operations and focus attention and capital on core, higher-return activities Finance & Supply systems $2.8m Deployment of a new Finance & Supply System to leverage global scale and enhance operational efficiency $37.9m Non-recurring Items $316.1m Deferred tax liabilities Release ($15.2m) Release of deferred tax liabilities associated with the impairment of intangible assets in France and Taiwan Net Non-recurring Items $300.9m Post-Tax Non-Recurring Items $255.7m Non-Recurring Items 25
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Financial Ratios1 RETURN ON EQUITY INTEREST COVERAGE RETURN ON CAPITAL EMPLOYED NET DEBT CASH CONVERSION NET LEVERAGE 18.4% 18.1% 21.7% 0% 5% 10% 15% 20% 25% FY25 1H26 FY26 10.8% 11.0% 12.2% 0% 5% 10% 15% FY25 1H26 FY26 87.1% 81.0% 96.1% 0% 20% 40% 60% 80% 100% FY25 1H26 FY26 17.1x 19.8x 20.6x 0.0x 5.0x 10.0x 15.0x 20.0x 25.0x FY25 1H26 FY26 724.8 610.6 497.0 - 250 500 750 FY25 1H26 FY26 2.57x 2.21x 1.86x 0.0x 1.0x 2.0x 3.0x FY25 1H26 FY26 26 1. The above are presented on an underlying basis, excluding non-recurring items
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Financial Ratios Return on Equity Interest Coverage $m FY25 FY26 $m FY25 FY26 12-month Rolling Underlying NPAT 116.9 121.6 12-month Rolling EBITDA(1) 281.7 267.3 Average Shareholder Equity 636.3 560.2 12-month Rolling Interest(2) (16.5) (12.9) ROE 18.4% 21.7% Interest Coverage (multiple) 17.1x 20.6x Return on Capital Employed Net Leverage $m FY25 FY26 $m FY25 FY26 12-month Rolling Underlying EBIT 198.1 200.1 Net Debt (4) 724.8 497.0 Average Capital Employed(3) 1,837.0 1,646.8 12-month Rolling EBITDA(1) 281.7 267.2 ROCE 10.8% 12.2% Net Leverage 2.57x 1.86x Cash Conversion Net Debt $m FY25 FY26 $m FY25 FY26 Operating cash flow before interest & tax 302.1 312.6 Cash & cash equivalents (153.5) (131.0) Underlying EBITDA 346.7 325.4 Cash & cash equivalents (153.5) (131.0) Cash Conversion 87.1% 96.1% Current borrowings 17.8 8.2 Borrowings 12.4 6.1 Finance leases (pre AASB16) 5.4 2.1 Non-current borrowings 860.5 619.8 Borrowings 855.1 613.2 Finance leases (pre AASB16) 3.1 2.9 Capitalised borrowing costs 2.2 3.8 Net Debt 724.8 497.0 27 1. EBITDA on a pre-AASB 16 basis, excluding non-recurring items and divestment 2. Interest on a pre-AASB 16 basis 3. Capital Employed calculated as total assets and current liabilities, excluding lease related assets and current liabilities and borrowings 4. Net debt in this presentation includes $5.0m of historical finance lease obligations (Finance Leases – pre AASB16) required under the Group's debt covenant definition. This amount is not included in the statutory net debt measure
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28 Financial Data summary FY25 FY26 Regional Metrics ANZ Europe Asia Global Total ANZ Europe Asia Global Total Network Sales $1,449.8m $1,732.7m $970.2m $4,152.7m $1,361.8m $1,706.0m $800.6m $3,868.5m SSS % (0.4%) 1.6% (3.2%) (0.2%) (4.7%) (2.2%) (6.7%) (4.1%) Network AWUS 31.1k 24.4k 13.0k 21.6k 29.6k 24.6k 12.0k 21.2k Corporate Store Count 62 68 596 726 62 56 601 719 Franchise Store Count 829 1,277 697 2,803 810 1,251 670 2,731 Network Store Count 891 1,345 1,293 3,529 872 1,307 1,271 3,450 New Organic Store Additions 8 14 24 46 7 15 8 30 Store Addition % of Network 0.9% 1.0% 1.6% 1.2% 0.8% 1.1% 0.6% 0.9% Revenue $775.5m $764.7m $763.5m $2,303.7m $687.8m $728.7m $629.6m $2,046.1m EBITDA $172.4m $109.7m $90.0m ($25.5m) $346.7m $161.3m $107.6m $84.5m ($28.0m) $325.4m EBIT $130.6m $73.0m $29.0m ($34.4m) $198.1m $122.9m $74.9m $34.7m ($32.4m) $200.1m
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29 Financial Data summary in Constant Currency FY25 FY26 Regional Metrics ANZ Europe Asia Global Total ANZ Europe Asia Global Total Network Sales $1,439.4m $1,776.2m $920.4m $4,136.0m $1,361.8m $1,706.0m $800.6m $3,868.5m SSS % (0.4%) 1.6% (3.2%) -0.2% (4.7%) (2.2%) (6.7%) (4.1%) Network AWUS 30.9k 25.0k 12.3k 21.5k 29.6k 24.6k 12.0k 21.2k Corporate Store Count 62 68 596 726 62 56 601 719 Franchise Store Count 829 1,277 697 2,803 810 1,251 670 2,731 Network Store Count 891 1,345 1,293 3,529 872 1,307 1,271 3,450 New Organic Store Additions 8 14 24 46 7 15 8 30 Store Addition % of Network 0.9% 1.0% 1.6% 1.2% 0.8% 1.1% 0.6% 0.9% Revenue $775.5m $783.9m $727.4m $2,286.8m $687.8m $728.7m $629.6m $2,046.1m EBITDA $172.4m $112.5m $86.0m ($25.5m) $345.4m $161.3m $107.6m $84.5m ($28.0m) $325.4m EBIT $130.6m $74.8m $27.7m ($34.4m) $198.7m $122.9m $74.9m $34.7m ($32.4m) $200.1m
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30 Historical AUD FX Conversion Rates Currency Rate Type FY25 FY26 Spot YTD Spot YTD EUR 0.5692 0.5618 0.6059 0.5814 JPY 104.7400 98.6377 111.3800 104.7433 MYR 2.7088 2.7471 2.8274 2.7709 NZD 1.1499 1.1229 1.2208 1.1592 PLN 2.4003 2.3865 2.5958 2.4681 SGD 0.8615 0.8451 0.8933 0.8708 TWD 21.0900 19.9601 21.9500 21.0657 USD 0.6707 0.6552 0.6895 0.6783
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• Domino’s Pizza Enterprises Limited (Domino’s) advises that the information in this presentation contains forward looking statements which may be subject to significant uncertainties outside of Domino’s control • DMP does not undertake any obligation to provide recipients of this presentation with further information to either update this presentation or correct any inaccuracies • While due care has been taken in preparing these statements, no representation or warranty is made or given as to the accuracy, reliability or completeness of forecasts or the assumptions on which they are based • Actual future events may vary from these forecasts and you are advised not to place undue reliance on any forward looking statement • A number of figures in the tables and charts in this presentation pack have been rounded to one decimal place. Percentages (%) and variances have been calculated on actual figures STATUTORY PROFIT AND UNDERLYING PROFIT • Statutory profit is prepared in accordance with the Corporations Act 2001 and Australian Accounting Standards (AASB), which comply with International Financial Reporting Standards (IFRS) • Underlying profit is the Statutory profit contained in Appendix 4E of the Domino’s Pizza Enterprises Ltd Financial Report, adjusted for significant items specific to the period. Comparisons to prior periods in financial statements are generally made on an underlying basis, rather than statutory. Where highlighted in this document, Statutory results have been adjusted for significant items (as shown in previous Market Presentations) • Underlying Profit after tax is reported to give information to shareholders that provides a greater understanding of the performance of the Company's operations. DMP believes Underlying Profit after tax is useful as it removes significant items thereby facilitating a more representative comparison of financial performance between financial periods. Underlying Profit is a non-IFRS measure which is not subject to audit or review 31 Disclaimer & Important Information