Annual report
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2026 Annual Report Jumbo Interactive Limited ABN 66 009 189 128 DRAFT WIP
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Welcome to the Jumbo 2026 Annual Report Jumbo Interactive Limited (Jumbo) and its subsidiaries (Group) would like to acknowledge the Turrbal and Yuggera People, the traditional custodians of the land on which our global business was founded. We pay our respects to Elders past and present, the keepers and storytellers of First Nations customs and culture. We would also like to extend our respect to any Aboriginal and Torres Strait Islander peoples engaging with this report. Across the seas, we acknowledge the Traditional Stewards of the lands where our global business operates. We recognise the Blackfoot Confederacy, including the Siksika, Piikani and Kainai Nations; the Stoney-Nakoda Nation; and the Tsuut’ina Nation, upon whose land our subsidiary, Stride, operates. We also acknowledge the Seminole Tribe of Florida as the traditional caretakers of the land on which Dream Giveaways operates in Largo, Florida. We honour their enduring connection to this land, and pay our respects to their Elders past, present and emerging. About this report The FY26 Annual Report has key information about our financial, non-financial, and sustainability performance for the reporting period 1 July 2025 to 30 June 2026. Certain relevant events that have occurred after the end of this reporting period but before publication of the Annual Report have also been included. All dollar values shown in this report are in Australian dollars (A$) unless otherwise stated. For a holistic view of the Group’s performance, this report should be read in conjunction with the following information available on our website – www.jumbointeractive.com: Investor presentation Media release Jumbo Interactive Limited ABN 66 009 189 128For the year ended 30 June 2026 Impact Report 2026 Sustainability report Modern Slavery Statement Modern Slavery Statement 2025 For the year ended 30 June 2025 Jumbo Interactive Limited ABN 66 009 189 128 Corporate Governance Statement Contents Conversational Artificial Intelligence (AI) meets our Annual Report At Jumbo, innovation is more than a value, it’s how we operate. In 2024, we broke new ground by becoming one of the first companies to launch an interactive, AI-powered version of our Annual Report. This allowed stakeholders to explore the report’s content in a conversational format, asking questions, diving deeper into key topics, and engaging with the material in an entirely new way. This year, we’ve gone even further. Building on the advancements we’ve made across our AI capabilities and product offerings, the 2026 Conversational Annual Report AI offers an enhanced experience. It provides clearer references, greater contextual understanding, and more precise answers, all grounded in the source material of this report. You can explore the full interactive experience at https://jumbointeractive.ai Disclaimer This chatbot has been developed to assist you with queries related to the contents of the Jumbo Interactive 2026 Annual Report. Please note that this is a generative AI-powered chatbot and this service is intended for demonstration purposes only to showcase our internally developed AI capabilities. While Jumbo Interactive has done its best to train the AI on the contents of the 2026 Annual Report, it is still prone to making mistakes or providing inaccurate or nonsensical answers. No representation or warranty, express or implied, is made as to the accuracy, completeness or thoroughness of the information contained in the answers provided by the chatbot and no information provided by this chatbot should be considered financial product or investment advice, recommendation or any other form of disclosure or offer or solicitation to buy or sell Jumbo securities under Australian law or in any other jurisdiction. You should always verify any details provided by the chatbot against the information contained within the Annual Report. By using this chatbot, you consent to the collection and use of your data in accordance with our Privacy Policy and we take all reasonable steps to ensure that your information is kept secure and confidential. Jumbo Interactive is committed to protecting your privacy and complies with the Privacy Act 1988 (Cth) and the Australian Privacy Principles (APPs). For more information on how we handle your personal information, please refer to our Privacy Policy. Your understanding and caution are appreciated. Scan to access our Jumbo AI Annual Report chatbot Welcome to the Jumbo 2026 Annual Report 2 Conversational Artificial Intelligence (AI) 3 Financial highlights 4 About Jumbo 5 Message from our Chair 6 Message from our Managing Director, CEO and Founder 8 Our leadership 10 Our history 11 Our strategy 12 Our businesses 18 Australia 18 Lottery Retailing 18 Software-as-a-Service 20 Continuing our leadership in Artificial Intelligence 22 Managed Services 24 United Kingdom 24 Canada 25 Dream Giveaways 26 Dream UK 26 Dream US 28 Dream Businesses: integration update 30 Directors report 32 Operating and financial review 46 Remuneration report 55 Auditor’s independence declaration 74 Financial report 75 Directors’ declaration 147 Independent auditors’ report 148 Consolidated Entity Disclosure statement 154 Shareholder information 155 Company information 158 OverviewStrategyOur businessesDirectors reportFinancial report Operating and financial review Remuneration report Jumbo Interactive 2026 Annual Report 3 2 Jumbo Interactive 2026 Annual Report DRAFT DRAFT
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Financial highlights Total Transaction Value4 $1.125b 13.0% YOY Revenue $193.6m 33.2% YOY Free cash flow2,4 $47.0m 11.8% YOY Cash balance $48.1m -39.8% YOY Active players1 5.4m 22.3% YOY Underlying EBITDA4 $85.2m 24.8% YOY Underlying NPAT4 $41.4m 3.7% YOY Underlying NPATA3,4 $50.6m 19.5% YOY Underlying EPSA3,4 80.2cps 18.6% YOY Dividend declared5 27.0cps 1. Players who made a purchase over the 12 months to 30 June 2026. 2. Operating cashflow less capex, adjusted for M&A due diligence and integration costs. 3. Net Profit After Tax / Earnings Per Share before amortisation of acquired intangibles. 4. These are non-IFRS measures and are not audited. 5. Total FY26 Dividend (interim and final) About Jumbo Jumbo Interactive (ASX: JIN) is a diversified, technology-enabled lottery and prize draw company operating across Australia, the United Kingdom, and North America. Our vision is to be the heart of the world’s best winning experiences - and our mission is to create premium digital entertainment experiences that people love. Founded in 1995 with a single computer, we have grown into a global ASX-listed group that brings together technology, creativity, and purpose to deliver on that promise at scale. Our B2B SaaS platforms and Managed Services power government and charity lottery programs - helping raise funds for good causes. On the B2C side, our brands – Oz Lotteries, Dream Car Giveaways, and Dream Giveaway - connect millions of customers to life-changing prizes. With over 300 employees and three decades of digital innovation, we are reimagining how people engage with lotteries and prize draws - making the experience simpler, more engaging, and more impactful for everyone involved. Australia $115.3m FY26 Revenue 59% FY26 Revenue (proportion of Group) United Kingdom $54.6m FY26 Revenue 28% FY26 Revenue (proportion of Group) Canada $9.0m FY26 Revenue 5% FY26 Revenue (proportion of Group) B2C B2B United States of America $14.7m FY26 Revenue 8% FY26 Revenue (proportion of Group) Government lotteries and CharitiesGovernment Lotteries and Prize Draws OverviewStrategyOur businessesDirectors reportFinancial report Operating and financial review Remuneration report Jumbo Interactive 2026 Annual Report 5 4 Jumbo Interactive 2026 Annual Report DRAFT DRAFT WIP
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Message from our Chair Dear Shareholders Our performance FY26 has been a year of strategic transformation for Jumbo - one I believe will be remembered as an inflection point in our history. Most significantly, FY26 marks the year we delivered on our promise to diversify through M&A, establishing Jumbo as a truly diversified international, technology-enabled lottery and prize draw company. The Group delivered double-digit growth across all key financial metrics, with Group revenue up 33% to $194 million and underlying EBITDA up 25% to $85 million, underpinned by the acquisitions of Dream Car Giveaways (Dream UK) and Dream Giveaway (Dream US). This was achieved against a backdrop of another relatively subdued jackpot environment but reflects the strength of our diversified model and the growing contribution from our international businesses. Capital management Over recent years, the Board’s dividend policy has been to return between 65% and 85% of statutory Group Net Profit After Tax (NPAT) to shareholders as fully franked dividends. In November last year, following the acquisitions of Dream UK and Dream US and the associated increase in debt, the Board reviewed the Group’s dividend policy to ensure it aligned with Jumbo’s long-term growth strategy and prudent management objectives. The Board determined that a revised payout ratio of 30% to 50% of Group NPAT was appropriate, effective from the first half of FY26. The strong financial performance combined with the strength of the balance sheet has enabled the Board to declare a final fully franked ordinary dividend of 15.0 cents per share, taking the total dividend for FY26 to 27.0 cents per share fully franked. This represents a dividend payout ratio of 49.5%, at the top end of the targeted range. Strategic progress – delivering on M&A In FY25, my letter spoke of M&A as a priority, and of our discipline in evaluating opportunities. In FY26, that discipline has translated into decisive action. The acquisitions of Dream UK and Dream US completed in October 2025 represent the next phase of growth for Jumbo. Together, they establish our Dream Giveaways segment as an international B2C growth engine, giving us meaningful positions in the UK and US prize draw markets and significantly broadening our total addressable market. These are not simply financial transactions. They are strategically compelling businesses that align with our core capabilities in technology, digital marketing, data and operational execution and can meaningfully accelerate the next phase of growth. We look forward to seeing how these businesses evolve under Jumbo’s stewardship. Governance and risk management Operating in a regulated industry, we continue to regard strong governance and risk management as foundational to our business - not simply as obligations, but as genuine competitive advantages, particularly as we expand internationally and enter new markets and sectors. In FY26, we continued to enhance our governance framework. We updated our risk management policy, risk appetite statement and overall framework to reflect the more complex, international business we have become. We also appointed a new General Counsel to lead the risk management function, bringing dedicated legal, compliance and risk management leadership to the Group at an important moment in our evolution. On gambling reform, lotteries continue to be appropriately carved out of the broader regulatory changes affecting the gaming industry in Australia. The exemptions that apply to lotteries reflect the well-established understanding that they pose a low risk of harm relative to other products, and that they create genuine FY26 has been a year of strategic transformation for Jumbo - one I believe will be remembered as an inflection point in our history. Most significantly, FY26 marks the year we delivered on our promise to diversify through M&A, establishing Jumbo as a truly diversified international, technology-enabled lottery and prize draw company. “ positive social impact through support for charities and community organisations. The proposed changes in our view reinforce the structural long term growth prospects for lotteries in Australia. The impact on Jumbo of the proposed reforms is expected to be minimal, and we remain well-positioned in this regard. In the UK, we welcome the introduction of the Voluntary Code of Good Practice for Prize Draw operators. With more than 20 years experience operating in regulated markets, we are well placed to help navigate the sector through its next phase of maturity. Technology and artificial intelligence Technology has always been central to Jumbo’s competitive advantage, and we are increasingly embedding artificial intelligence across our operations to enhance productivity, insight and speed. Importantly, all of this occurs within controlled internal environments and governance guardrails - ensuring that our innovation is responsible, lawful and aligned with our data privacy obligations. Our structural moats - built on regulatory licences, proprietary data and deep operational relationships - are increasingly reinforced by our AI capability, not replaced by it. Integration The integration of our Dream Giveaways acquisitions is proceeding well. Our approach has been deliberate: preserve momentum, drive growth through strategic collaboration, and put in place clear succession and governance frameworks for the long term. The first phase focused on core function integration, technology assessment and establishing oversight. We are now in Phase 2, focused on value enablement - bringing Jumbo’s lottery platform capability and digital marketing expertise to bear on both businesses. The Board is pleased with the progress management has made. Our people Our people remain core to how Jumbo delivers and sustains performance, and FY26 has been another year of significant investment on this front. As our international footprint grows, we are focused on extending that culture to our newest colleagues in the Dream businesses. We are pleased to appoint Jamie Tunnicliffe as Managing Director of Dream UK, selected through a rigorous process against criteria spanning commercial ownership, customer-led growth, founder transition, and stakeholder management - precisely the capabilities required to lead the business at this stage of its development. We are also pleased to welcome Kate Palethorpe as General Counsel and thank Tiffany Rose for her contribution to Jumbo during her tenure of the role. Across the Group, we continue to invest in professional development, wellbeing and engagement - including through Jumbo University, our internal learning platform – and the results are reflected in outcomes we are proud of: a 58:42 gender balance across the Group, HiPo voluntary attrition of <6%, and an average employee engagement satisfaction score of 82%. These are not incidental results - they reflect deliberate investment in the kind of organisation that attracts and retains the talent needed to execute our global growth strategy. Sustainability FY26 was a year of meaningful progress, deepening our sustainability foundations as we grow as a global Group and advancing our preparedness for mandatory sustainability reporting. As a Group 2 entity, our first mandatory climate-related financial disclosures will be published alongside our FY27 Financial Statements. In FY26, we made significant progress towards preparations, including implementation of senior leadership training, completion of Group value chain analysis, identification and prioritisation of climate risks and opportunities and advanced alignment of our Group emissions reporting with the Greenhouse Gas Protocol. We believe we are well prepared for the reporting requirements ahead. Responsible play remains integral to how we operate. Our responsible gambling framework continues to be strengthened, equipping our people to identify and respond to potential player harm, and ensuring our customers have access to the tools and resources they need to play safely. We remain committed to maintaining the trust of our players and regulators through transparency and continuous improvement in our practices. In closing FY26 has been a landmark year for Jumbo - a year in which the strategy we have been building towards came into sharper focus. We are no longer simply an Australian lottery retailing business with international ambitions. We are a diversified, international, technology-enabled lottery and prize draw company, with a portfolio of complementary businesses, a growing active player base of over 5 million, and a platform for sustained growth. On behalf of the Board, I want to extend my sincere thanks to our shareholders and clients for their continued trust and support. I also want to acknowledge the extraordinary contribution of our teams across Australia, the UK, Canada and the United States. Their energy, expertise and dedication are what make this business what it is. Finally, I want to recognise Mike Veverka and the entire Executive Leadership Team. FY26 has been a year of significant strategic and operational complexity - being selected to partner with RSL Queensland, completing two international acquisitions, integrating new businesses, managing a subdued jackpot cycle, and continuing to invest for growth - all while delivering strong financial results. That is a remarkable achievement, and the Board is grateful for Mike’s leadership and the dedication of his team. FY26 marks a genuine inflection point in Jumbo’s history, and the Board is confident we enter FY27 with the right platform, the right people, and the right strategy to create value for all of our stakeholders. Susan Forrester AM Chair and Independent Non-Executive Director OverviewStrategyOur businessesDirectors reportFinancial report Operating and financial review Remuneration report 6 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 7 DRAFT
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Message from our Managing Director, CEO and Founder Dear Shareholders A defining year In FY26 we delivered the highest EBITDA in Jumbo’s history underpinned by the completion of two transformational acquisitions, and we took a decisive step to becoming a diversified, international, technology-enabled lottery and prize draw company. Both the “Dream UK” and “Dream US” acquisitions give Jumbo an entry point into the exciting and rapidly growing prize draw sectors in two of the largest markets in the world. For the first time, EBITDA reported outside our Lottery Retailing segment represented over 50% of Group profit. This is a remarkable achievement - and one that reflects years of deliberate strategy, disciplined execution, and the hard work of our entire team. We are no longer defined by a single product, a single market, or a single jackpot cycle. That is a genuinely exciting place to be. When I look at Jumbo’s evolution - from a single Australian lottery reseller with EBITDA of $19 million in FY18 to a diversified group with underlying EBITDA of $85 million today - the transformation is striking. The international segment now represents a meaningful and growing share of our earnings. Lottery Retailing - resilient through a challenging jackpot cycle The Australian lottery market experienced another subdued period of large jackpot activity in FY26, with 23 jackpots of $30 million or more compared to 31 in the prior year, and a peak Division 1 jackpot of only $80 million. Despite this, I am pleased with how the business performed. Our market share was resilient given the absence of large jackpots. While active players were lower, average spend per active player increased 7% reflecting the effectiveness of our marketing playbook and product mix strategy. We’ve prepared ourselves for the expected “return to normal” jackpots so that we can really perform and deliver when those large jackpots finally arrive. Digital penetration continued its long-term upward trend, increasing 0.9% to 46.6% for the full year, and I remain optimistic about the runway ahead. Australia’s digital penetration still lags behind comparable markets in Europe and the UK and New Zealand. As that gap continues to close, Oz Lotteries is well positioned to benefit. Beyond the jackpot-driven products, our non-TLC portfolio continued to grow in importance, representing approximately 4.5% of TTV and continued to benefit the overall revenue margin which reached a record 24.7%. SaaS - continued momentum Our SaaS business continued its strong momentum in FY26, with external revenue up 12.3%. The quality of our platform is increasingly recognised across the sector, and I am delighted that this is translating into new client wins. Most significantly, we were selected as the technology partner for RSL Queensland, the largest charity lottery program in Australia. This partnership went live on 15 August, contributing approximately $200 million in incremental TTV per year and taking our SaaS TTV next year close to $500m. Jumbo first started selling RSL Art Union lottery tickets on-line in 2001. 25 years on, I couldn’t be more delighted to again partner with RSL Queensland on the Dream Home Art Union Lottery. It’s an iconic program, and together we look forward to helping strengthen and grow the program to deliver even greater impact for veterans and their families. In FY26 we delivered the highest EBITDA in Jumbo’s history underpinned by the completion of two transformational acquisitions, and we took a decisive step to becoming a diversified, international, technology-enabled lottery and prize draw company. “ Managed Services - steady and dependable Our Managed Services business delivered another year of reliable revenue and earnings growth. The portfolio of lottery operators we serve across the UK and Canada continues to perform well, and our relationships with those clients remain strong. The turnaround in our Canadian business continues, achieving strong underlying EBITDA growth underpinned by a combination of new contract wins, strong partner retention and new product launches. Our UK business performed well, delivering EBITDA growth of 10% on the prior corresponding period (pcp) despite an unprecedented level of jackpot prize payouts which impacted earnings. Dream Giveaways - a new growth engine The acquisitions of Dream UK and Dream US, completed in October 2025, are the most significant strategic step Jumbo has taken since we launched our international expansion. Together, they establish our Dream Giveaways segment as an international B2C growth platform, with meaningful positions in two of the world’s largest and most attractive prize draw markets. When I look at these businesses, I am reminded of where Oz Lotteries was in its earlier years - high-quality sought after products, loyal customers, significant growth runway, and a genuine opportunity to leverage Jumbo’s proprietary technology, data and digital marketing capability. Integration is proceeding well. With core function integration complete, we are now in Phase 2 focused on value enablement, bringing Jumbo’s lottery platform capability and digital marketing expertise. The primary focus has been on our US business with the Jumbo Lottery Platform (JLP) now live and operational. I look forward to sharing more about the progress of these businesses as FY27 unfolds. In the UK, I am delighted to welcome Jamie Tunnicliffe as the new Managing Director of Dream UK. Jamie will work through a structured hand-over process with the three founders before they exit by the end of this calendar year. I look forward to working closely with him as we look to scale the business further. Artificial intelligence - embedded and accelerating As a software engineer by background, I have followed the evolution of AI throughout my career. What excites me now is that it has matured from a technology of promise into a technology of practice - and at Jumbo, we are using it at an enterprise level across the business. We have achieved 100% AI adoption across our software development lifecycle, from feature definition and coding through to testing and deployment. Beyond development, AI is helping us generate behavioural insights from our proprietary player data, optimise product mix, increase player lifetime value, and drive productivity across teams - without proportionate cost growth. AI-assisted anomaly detection is strengthening our fraud and compliance monitoring, and enterprise AI tools are now embedded across teams to drive productivity. For our B2B partners, the same capabilities translate into better platform performance and stronger operational outcomes. AI enhances our business - it does not define it. Jumbo’s foundations have been built over decades. We operate in highly regulated markets with deep compliance capabilities and long-standing relationships that create real barriers to entry. We have a data and platform moat built on over five million active players, with the insights, engagement and switching costs that come with that. And we operate lotteries and prize competitions end-to- end - governance, compliance, campaign execution, prize sourcing, and the trust-based relationships with charities and partners that underpin it all. These structural advantages - regulatory, data, and operational - are what underpin the long-term resilience of our business. AI accelerates them. That combination is, I believe, a genuine and growing competitive advantage. Looking ahead Jumbo is quite a different company compared to a year ago. We have taken significant steps in our evolution to become a truly diversified global lottery and prize draw company. Eight years ago, 100% of profits came from Lottery Retailing. That number is now less than 50%. Over that time Lottery Retailing has grown, but international has grown at a faster rate. We are building on over 20 years of technology maturity and expanding in the high growth UK and US markets. We now have over 5 million active customers providing valuable insights for an optimal customer experience and competitive advantage. Thank you To our team across Australia, the UK, Canada and the United States: FY26 has been a massive year – integrating two international acquisitions, a landmark SaaS win in RSL Queensland, and continued investment in the platform and capability that will drive our next phase of growth - all delivered while keeping the business running at a high standard every single day. That does not happen without exceptional people, and I am proud of what the team has achieved. To our shareholders: thank you for your continued trust. We remain focused on delivering long-term value, and I believe the platform we have built positions us well to do exactly that. To our clients and partners: thank you for choosing Jumbo. We do not take that for granted. Mike Veverka Managing Director, CEO and Founder OverviewStrategyOur businessesDirectors reportFinancial report Operating and financial review Remuneration report 8 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 9 DRAFT
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Our leadership Board Susan Forrester AM Chair of the Board, Independent Non-Executive Director BA, LLB (Hons), EMBA, FAICD Mike Veverka Managing Director, CEO and Founder BEng (Hons), GAICD Sharon Christensen Independent Non-Executive Director LLB (Hons), LLM, FAICD, FAAL Giovanni Rizzo Independent Non-Executive Director BCom (Hons), CA (ANZ), MAICD Michael Malone Independent Non-Executive Director BScience (Hons), GradDipEd, FAICD, FACS, FAIM Executive leadership team Mike Veverka Managing Director, CEO and Founder Jatin Khosla Chief Financial Officer joined May 2021 Xavier Bergade Chief Technology Officer, joined January 2000 Brad Board Chief Operating Officer joined May 2001 Abby Perry Chief People Officer joined September 2016 Our history A Mike Veverka founded Squirrel Software Technologies1 with a single PC 1995 A Jumbo listed on ASX as an e-commerce business 1999 A Jumbo started selling charity art union lottery tickets online 2001 A Jumbo acquired Ozlotteries.com2005 A Jumbo signed a 5 year agreement with NSW Lotteries2008 A Jumbo signed a 5 year agreement with SA Lotteries2011 A Jumbo secures a further 5 year contract with Tatts Group2017 A Powerball major game change implemented 2018 A 1st AU SaaS client (Mater) went live A Commenced selling Set For Life2019 A Extended reseller agreements with Tabcorp for 10 years A Acquired first UK External Lottery Manager (ELM) – Gatherwell Ltd A 1st AU government SaaS client (Lotterywest) went live (December 2020) 2020 A Announced first Canadian ELM acquisition – Stride A Implemented new operating model (launch of SaaS and Managed Services segments) 2021 A Announced second UK ELM acquisition - StarVale A Step up of investment in the business to prepare for future growth and acquisitions 2022 A Mater and Lotterywest extended SaaS agreements A Powerball price rise (first in five years) and increase to retailer commissions implemented 2023 A Record $200m Powerball jackpot | Lottery Retailing active players exceeded 1 million A Transaction value exceeded $1bn for the first time in Jumbo’s history 2024 A Launch of Daily Winners premium tier loyalty program A SaaS TTV exceeded $250m and revenue exceeded $10m 2025 A Established international B2C presence with acquisitions of Dream Car Giveaways (UK) and Dream Giveaway (US) A Announced SaaS agreement with RSL Queensland 2026 A Rebuilt proprietary digital lottery platform 2013 - 2017 1. Squirrel Software is now Benon Technologies, one of Jumbo’s largest operating entities. OverviewStrategyOur businessesDirectors reportFinancial report Operating and financial review Remuneration report Jumbo Interactive 2026 Annual Report 11 10 Jumbo Interactive 2026 Annual Report DRAFT DRAFT
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Our strategy Protecting the Core, Scaling for Growth Jumbo’s strategy is centred on creating long-term shareholder value by extending the strengths that have made us Australia’s leading digital lottery retailer into adjacent lottery, prize draw and technology opportunities. Following the Dream acquisitions, we have refined our mission and vision to reflect the more diversified nature of the Group: to be the heart of the world’s best winning experiences, creating premium digital entertainment experiences that people love. Oz Lotteries remains the foundation of the Group, providing the scale, customer reach and cash generation that underpins our business. Building on this foundation, we apply these strengths across adjacent opportunities where we believe they provide a sustainable competitive advantage. Today, Jumbo operates B2C businesses in Lottery Retailing and Dream Giveaways segments, and B2B businesses in SaaS and Managed Services across Australia, the United Kingdom, and North America. Together, these businesses provide multiple, complementary pathways for growth and have created a broader platform for long-term value creation. Lottery Retailing Dream Giveaways B2C B2B SaaS Managed Services As our portfolio has evolved, so too has the focus of our strategy: from building new growth platforms to scaling, integrating and optimising those businesses to maximise their long-term potential. To execute this strategy, Jumbo has identified four strategic priorities that balance protecting the strength of our core business with scaling new growth opportunities and creating sustainable long- term shareholder value, namely: A Protect and Grow Oz Lotteries A Optimise SaaS and Managed Services A Execute Dream Giveaways Transformation A Accelerate Growth through M&A Lottery Retailing We are an authorised reseller1 of Australian digital lottery tickets through Oz Lotteries. Prize Draws We operate direct-to- consumer digital prize draw propositions where customers can participate to win prizes such as cars, cash, property and lifestyle products. Software-as-a-Service We license our Jumbo Lottery Platform as a solution to government and charity lottery operators. Managed Services We provide our lottery platform and lottery management services to charities and worthwhile causes that are looking to establish a lottery program or enhance an existing program. 1. Jumbo, through certain of its subsidiaries, has been appointed as an authorised reseller by the relevant licensed subsidiaries of TLC (TLC Reseller Agreements). Our Competitive Advantage Jumbo’s competitive advantages has been built over more than two decades of operating and growing lottery businesses. The Group has developed a combination of technology, customer and operating capabilities that are difficult to replicate and can be leveraged across multiple businesses and markets. These capabilities enable Jumbo to acquire and retain customers efficiently, deploy best-in-class technology, develop compelling products and customer experiences, and drive continuous product innovation, all while operating in regulated markets, and deploying proven operating practices across multiple businesses and geographies. Together with the Group’s scale, financial strength and international experience, they provide a strong foundation to support organic growth, enhance acquired businesses, and pursue adjacent growth opportunities where Jumbo can create long-term value. Vision To be the heart of the world’s best winning experiences We create premium digital entertainment experiences that people loveMission Protect & Grow Oz Lotteries Execute Dream Transformation Optimise Software & Managed Services Accelerate Growth through M&A People Technology Governance Strategic Pillars Enablers Lottery & Digital Platforms Proprietary technology purpose-built for lottery and lottery-adjacent markets, supporting digital operations, customer engagement, data analytics and product innovation. Customer Acquisition & CRM Proven capability to acquire, engage and retain customers, increasing customer lifetime value. Product & Customer Experience Expertise in developing compelling customer propositions that drive engagement and loyalty. Regulatory & Lottery Expertise More than 20 years of experience operating and growing regulated lottery businesses. Scale & Financial Strength Capacity to invest in innovation, growth and strategic opportunities. International Experience Ability to transfer proven operating practices and innovation across markets and businesses. Strategy OverviewOur businessesDirectors reportFinancial report Operating and financial review Remuneration report 12 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 13 DRAFT
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Protect and Grow Oz Lotteries For more than two decades, Oz Lotteries has helped shape digital lottery participation in Australia. Today, it remains central to Jumbo’s strategy, providing the financial foundation that underpins long-term shareholder value and reinforcing Jumbo’s role within Australia’s lottery ecosystem. Australia’s lottery market has demonstrated long- term resilience and continued growth. While digital participation has increased significantly over the past decade, it continues to represent less than half of total lottery participation - a meaningful opportunity to keep migrating customers online, attract new players and deepen engagement with existing customers. Jumbo’s strategy is to capture this opportunity through continued investment in the Oz Lotteries customer experience. Ongoing investment in technology, product innovation and customer engagement allows Oz Lotteries to evolve alongside changing customer expectations. By combining official lottery games with charity lottery products and complementary proprietary offerings, Oz Lotteries creates a richer experience with more reasons for customers to engage throughout the year - strengthening acquisition, encouraging ongoing participation and building long-term customer value. Continued growth in Oz Lotteries is fundamental to creating sustainable shareholder value. A larger, more engaged customer base strengthens Jumbo’s position within Australia’s lottery ecosystem, reinforces the value created for The Lottery Corporation, and supports continued investment in technology, innovation and the customer experience. Protecting and growing Oz Lotteries therefore remains one of the Group’s highest strategic priorities. Over more than two decades, Jumbo has successfully renewed its reseller agreement with The Lottery Corporation and its predecessor organisations on multiple occasions. This track record reflects Jumbo’s consistent ability to grow digital lottery participation, deliver a differentiated customer experience and contribute meaningfully to the Australian lottery market. Management believes the strongest foundation for future renewal is to keep demonstrating that value through sustained customer growth, innovation and ongoing investment in the Oz Lotteries platform - supporting enduring value for customers, partners and shareholders. FY2026 FY2025 FY2024 FY2023 FY2022 FY2021 FY2020 FY2019 FY2018 FY2017 FY2016 FY2015 FY2014 FY2013 FY2012 FY2011 FY2010 FY2009 FY2008 FY2007 FY2006 FY2005 FY2004 FY2003 FY2002 FY2001 FY2000 FY1999 FY1998 FY1997 FY1996 FY1995 FY1994 FY1993 FY1992 FY1991 FY1990 Recession Australian lotteries sales over time ($bn) Recession GFC COVID-19 2.4 2.6 2.7 2.7 2.8 2.9 3.0 2.9 3.1 3.2 3.2 3.4 3.5 3.7 3.8 3.9 4.0 4.1 4.4 4.7 4.5 4.3 4.8 5.2 4.8 4.9 5.3 5.0 5.2 6.5 6.6 7.2 7.9 7.8 8.7 8.1 7.8 Digital 3 year average 3.4% p.a FY1990 to FY2026 CAGR 46.6% FY26 Digital Penetration Optimise SaaS and Managed Services Jumbo’s B2B businesses extend the Group’s capabilities beyond its own consumer operations, commercialising its technology and lottery expertise to create diversified, reliable revenue streams while strengthening its position across the broader lottery ecosystem. Software-as-a-Service The Jumbo Lottery Platform is a strategic technology asset that underpins Oz Lotteries and is selectively commercialised to maximise the return on that investment. Commercialised since 2019, the platform supports leading Australian lottery operators through long-term, transaction-based agreements providing Retail attractive recurring revenue while validating the capability of technology originally built for Oz Lotteries. Jumbo’s strategy is to continue investing in the Jumbo Lottery Platform as the Group’s core technology asset, supporting Oz Lotteries while selectively expanding its application across Australian lottery operators and the Group’s own consumer businesses. Recent customer wins, including RSL Queensland, Australia’s largest charity lottery operator, reinforce the platform’s relevance and the strength of Jumbo’s market position. Jumbo will continue to explore selected strategic partnerships that extend the reach of the platform and support long-term shareholder value. Managed Services Managed Services extends Jumbo’s presence into the established charity lottery sector across the United Kingdom and Canada, complementing the Group’s consumer businesses with diversified and reliable revenue streams. Charity lotteries represent an important source of fundraising income, operating within mature regulatory frameworks and a large addressable market that continues to evolve as customer acquisition and engagement shift progressively towards digital channels. Jumbo’s scale, international experience and lottery expertise provide a meaningful advantage in supporting charity partners. Experience across multiple jurisdictions allows the Group to introduce proven operating practices, enhance customer experiences and support stronger fundraising outcomes for good causes, while continuing to improve the efficiency and profitability of the Managed Services businesses. The strategic focus is to grow alongside existing charity partners, selectively add new clients and continue improving the performance of the portfolio. As these markets digitise, Jumbo believes its scale, expertise and ability to transfer best practice across jurisdictions position the Group to increase market share over time. Execute Dream Giveaways Transformation The Dream Giveaways acquisitions has given Jumbo a significant B2C presence in international markets. Where Jumbo’s UK and Canadian businesses have built strong B2B platforms supporting charity partners, Dream Giveaways established the Group’s first B2C footholds in the UK and US prize draw markets - markets that are already an increasingly important contributor to Group earnings. The first phase of integration is complete, with core support functions, technology assessments and governance oversight established across both businesses. Management’s focus has now shifted to execution: applying Jumbo’s proven capabilities to grow the customer base, strengthen the customer proposition and improve operating performance, while continuing to build the operational foundations that will support each business at scale. Jumbo believes it is well positioned to unlock this opportunity, drawing on the customer, technology and operating capabilities developed over more than two decades, together with the scale, governance and capital to support the next phase of growth. As regulatory frameworks continue to evolve, these capabilities are expected to become an increasingly important competitive differentiator. The strategic priority is to strengthen Dream Giveaways’ position as one of the leading operators in both the United Kingdom and United States. This includes integrating both businesses onto the Jumbo Lottery Platform, unlocking mobile app capability and enhanced data and marketing tools, alongside continued investment in customer acquisition, compelling prize propositions and customer experiences to build larger, more profitable businesses and establish a podium position in each market. Accelerate Growth through M&A M&A remains an important part of Jumbo’s long-term growth strategy and earnings diversification, and disciplined capital allocation continues to underpin how the Group evaluates opportunities. In the near term, management’s priority is to complete the integration of the Dream Giveaways businesses and reduce debt following recent acquisitions, ensuring the Group is well positioned to fund future growth from a position of financial strength. Over the medium to longer term, Jumbo will look to consolidate its position in international markets through selective M&A. The Prize Draw sector is expected to remain the Group’s primary focus, reflecting the scale of the market, its fragmentation and the opportunity to build further scale from the platforms established in the United Kingdom and United States. Beyond Prize Draws, Jumbo will continue to evaluate opportunities across lottery and lottery-adjacent markets including B2B opportunities where acquisitions strengthen existing platforms or extend the Group’s capabilities into adjacent markets where Jumbo can create additional long-term value. Every acquisition will continue to be assessed against a disciplined capital allocation framework that balances strategic fit, expected financial returns, valuation and execution risk. Jumbo will maintain the financial flexibility to pursue compelling opportunities as they arise, while remaining patient and selective in deploying capital. Strategy OverviewOur businessesDirectors reportFinancial report Operating and financial review Remuneration report 14 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 15 DRAFT
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Growth and diversification over time Business mix Revenue % Growth and diversification over time Business mix Revenue % 2018 $40m Lottery Retailing Managed Services SaaS1 Prize Draws 2026 $194m$194m Customer mix 21% B2B B2C 79% TLC Partner mix 47% Non-TLC 53% Geographical mix 59% 41% International Australia 1. External revenue (excluding intersegment fee from Lottery Retailing). Diversifying outside of TLC Reseller Agreements Focus on B2C and B2B lotteries 4.8x growth since 2018 Broadened our footprint globally $103m $40m 2018 $12m $28m $50m Strategy OverviewOur businessesDirectors reportFinancial report Operating and financial review Remuneration report Jumbo Interactive 2026 Annual Report 17 16 Jumbo Interactive 2026 Annual Report DRAFT DRAFT
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Lottery Retailing Australia Resilient performance in a jackpot light year Following a record-setting FY24, FY25 presented a softer jackpot cycle, and conditions eased further in FY26, with the year defined by the absence of the mega jackpot sequences that drove outsized acquisition and engagement in prior years. This weighed on total ticket sales, new player volumes and overall active player numbers. Despite these headwinds, Lottery Retailing again demonstrated the resilience of its underlying model, anchored by deep engagement across our core customer base and continued growth in our diversified product portfolio beyond the TLC jackpot games. That resilience is most clearly reflected in TTV per active player, which reached a record $570 in FY26, up from $533 in FY25 - evidence that our established players are deepening their engagement with the platform even as softer acquisition conditions weighed on overall active player volumes. Total Transaction Value of $420 million and revenue of $103 million were lower year-on-year, as expected in the absence of mega jackpot catalysts, though revenue margin improved, underscoring a model well placed to respond when exceptional jackpot activity returns. Growth in non-TLC products and programs FY26 saw the continued growth of our non-TLC product portfolio, which delivered record TTV of $19 million - up 27% on FY25 and now representing 4.5% of total Lottery Retailing TTV. Achieving this growth against a backdrop of lower overall platform volumes makes it a particularly meaningful sign of revenue diversification. Growth came from across the portfolio, with art unions, Daily Winners and charity partner lotteries all contributing. FY26 was also the first full year in which all four of Australia’s leading prize home art unions were available through Oz Lotteries - cementing our position as the only digital retailer offering access to the complete suite, and delivering our strongest art union result to date. Our partnerships with The Lottery Corporation and our charity partners remain central to this success, enabling a product mix that gives players more ways to engage, more chances to win, and more opportunities to support causes they care about. FY26 at a glance $1.0bn Division 1 prize pool1 $420m TTV $103m Revenue 736,000 Active Players $19m Non-TLC TTV $570 TTV per active player Platform and product investment Lottery Retailing continues to be underpinned by our best-in-class lottery software, developed in- house over more than a decade and enhanced continuously through a player-first lens. Our dual role as platform developer and operator enables rapid iteration and operational scale that no pure retailer can replicate. Key FY26 platform metrics: A $65+ million invested in platform development over the past decade A Over 90% of engineering effort focused on roadmap delivery and R&D A Auto-Play and subscriptions reached 16% of TTV (FY25: 13%), with subscription TTV up 14% year-on-year A App platform share of 59% of TTV, reflecting continued mobile-first engagement A ISO 27001 certification maintained, alongside full compliance with prevailing security standards 1. Division 1 large jackpots (≥$30 Million) Responsible Play and Player Protection Our commitment to responsible gambling continued to strengthen in FY26, building on the framework established in FY25 and deepening our alignment with the World Lottery Association Responsible Gambling Principles. During the year, we introduced structured case management for responsible gambling investigations, improving visibility and response times for players referred for review, and expanded proactive monitoring for at- risk language in player feedback, resulting in increased referrals for review compared to the prior period. Responsible gambling training remains mandatory for all customer-facing employees, and we maintained ongoing compliance with state-based Responsible Gambling Codes of Practice across all operating jurisdictions. We also strengthened our internal framework with particular focus on ensuring marketing materials are subject to defined review and approval prior to publication, and regular operational monitoring to identify customers whose activity may indicate a need for support. Player self-management tools including deposit limits, spend caps and self-exclusion remain accessible and prominently surfaced throughout the player journey. Further detail on our responsible gambling framework and broader player protection initiatives is available in our Sustainability Report. Execution of our marketing playbook FY26 saw continued evolution of our marketing approach, with investment directed toward lifecycle marketing, CRM integration and retention - a deliberate shift toward deepening engagement with our existing player base during a period of reduced jackpot-driven acquisition. Early results are encouraging with the proportion of prior-year players retained in FY26 improving materially on FY25, suggesting our investment in personalised, data- driven communications is strengthening loyalty within our established base. Continued integration of CRM with performance marketing, supported by AI and machine learning, is improving our ability to deliver timely, relevant communications across the player lifecycle positioning us to reactivate and acquire players efficiently as jackpot conditions normalise. Looking forward Our FY27 priorities are clear: continue growing non-TLC revenue, building on FY26’s record contribution; deepen subscription and Auto-Play penetration, both of which demonstrated meaningful counter-cyclical resilience this year; and advance our lifecycle marketing and CRM capabilities to improve retention, reactivation and spend per player across the customer base. Underpinning all of this is continued investment in platform resilience, performance and security, ensuring we maintain our competitive and compliance leadership as the digital lottery landscape evolves. FY26 reaffirmed the strength of our business model in a jackpot environment that moderated further from the FY24 peak, with draw frequency returning to levels broadly in line with FY23 but without a mega jackpot above $100 million. A record TTV per active player, record non-TLC contribution and improved player retention validate the long-term investment we have made in platform, product and marketing, leaving the business well placed to capture disproportionate upside when jackpot conditions return, and to keep performing when they don’t. Deposits in last 24 hours of a draw >$5.7 million Tickets sold per minute (peak) >1,441 per minute >1,509 per minute Checkouts per second (peak) >49 per second >40 per second Tickets sold per second (peak) >57 per second >45 per second Number of prizes paid instantly1 to customer bank account 108,747 Sign ups within 24 hours 5,471 Total prizes paid >$148 million Key platform highlights FY26 $200m Powerball 1. Paid into customer account in <1 minute Our businesses OverviewStrategyDirectors reportFinancial report Operating and financial review Remuneration report 18 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 19 DRAFT
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Software-as-a-Service A record year for the platform, our partners and the recurring base FY26 was a record year for Jumbo’s SaaS business, which operates charity and government lotteries on the Jumbo Lottery Platform (JLP). Transaction value reached $289 million, up 15% on the prior year, driven by record partner draws, new partners coming online and a deepening recurring base. The partner portfolio grew to eleven, and 1.9 million people purchased a ticket from our partners across the year. Beneath these headline figures is the trend that matters most: a growing share of ticket buyers are purchasing repeatedly, converting one-off transactions into dependable, recurring revenue. This momentum continues into FY27, with two major partners joining the platform in RSL Queensland’s Dream Home Art Union and Dream Giveaway (US). FY26 at a glance $289m Full-year SaaS-book TTV 15% YoY 11 Active partners on the platform 1 YoY 1.9m People bought a ticket from our partners in FY26 11% YoY 723,000 New players to the platform 8% YoY ~750,000 Active players in May 2026 alone - the platform’s biggest month on record 16% YoY ~500,000 Active subscriptions - platform record 19% YoY ~50% of all FY26 tickets were recurring, rising to well over half across the charity book Record draws Partners set new monthly highs across the book, even in a more challenged economy A record year across the partner book The portfolio grew to eleven active partners in FY26, with strong performance recorded across almost the entire book. Several partners set single or repeated monthly records despite a tighter economic backdrop, underscoring the resilience of a well-run lottery program. Guide Dogs Queensland relaunched its Golden Paws Lottery on the platform in December 2025, migrating its recurring ticket buyer base without disruption, and in May the platform reached nearly 750,000 active ticket buyers in a single month - its highest on record. Growth was broad-based across the portfolio rather than concentrated in a single partner. FY26 also secured the next phase of growth, with commercial agreements signed for two major partners in FY27. Record after record, led by the Mater Prize Home, with consistent double- digit growth year-on-year. Sell-outs and record months; nearly doubled year-on-year in May (up 98%); Pet Supporter VIP passed 10,000 members. Its biggest month ever, and a new Cars Lottery format away to a flying start (up 59% year-on-year in May). Following the launch of a bold new brand strategy and identity for Endeavour Lotteries, a Pay Day draw achieved a 97.5% ticket sell- through rate. Its strongest draw on record, including a first $1 million prize. Jumbo was delighted to welcome another incredible household name, relaunching its much-loved Golden Paws Lottery in December 2025. A recurring-revenue engine The most significant story of FY26 was not the scale of sales, but the growing reliability of that revenue. The active subscription base reached a record of nearly half a million by June 2026, up approximately 19% on the year, with around 85% of subscriptions renewing month after month. Across the charity book, well over half of all tickets sold are now recurring. This growing pool of predictable, repeatable revenue reflects deliberate platform investment. A recurring- first purchase flow, built once and deployed across every partner, guides ticket buyers toward an ongoing commitment at the point of purchase, lifting recurring conversion across almost every partner at no cost to revenue per ticket buyer. A complementary upgrade path converts one-off and auto-play buyers into committed subscribers. Because both improvements are embedded in the platform, every partner shares in the benefit. A platform that drives partner growth Investment in JLP benefits the entire partner book simultaneously. FY26 investment gave partners more ways to structure draws and ticket buyers more ways to pay. A new modular prize builder enables partners to run flexible, multi-prize draws; automated draw closure gives partners precise control over draw timing; and payment options expanded with Stripe Tap-to-Pay for in-person sales, alongside Google Pay, Apple Pay and PayPal. A content system built into the platform also allows partner marketing teams to bring campaigns to market faster, with less reliance on engineering support. This reflects a deliberate approach: build once, improve for every partner, and let the benefits compound. It is how a single platform team lifts the performance of eleven separate lottery programs at once. Extending national reach FY26 opened a new market for the platform. Securing Professional Fundraiser status in Western Australia allowed partners including LifeFlight, RSPCA, Paralympics Australia and the Preston Campbell Foundation to run WA-licensed draws, widening the addressable ticket buyer base for each partner and strengthening the platform’s national footprint. The next horizon FY27 begins with two major partners joining the platform, each significant in its own right. RSL Queensland’s Dream Home Art Union is the largest activation in the division’s history, expected to substantially increase transaction value flowing through JLP and materially lift the platform’s share of its serviceable market. It represents a strong endorsement of the platform’s reliability, scale and security from one of Australia’s best-known fundraising organisations. Dream US brings JLP to the United States for the first time, demonstrating the platform’s ability to adapt to new markets and formats, and positions the SaaS division as a key enabler of the Group’s growth ambitions in the United States. Beyond these two partners, the focus for FY27 is to continue what FY26 established: growing the recurring base, extending in-person and digital wallet payment options, and continuing to invest in a platform that benefits every partner at once. With a larger partner book, a compounding recurring-revenue model, and a platform now proven across new markets and formats, the SaaS division enters FY27 with strong momentum and a solid foundation for continued value creation for partners and shareholders. “In a year when households felt the squeeze, eleven partners trusted JLP to power their lotteries - and most of them set records doing it” Dave Walker, Group General Manager - Lottery Solutions Our businesses OverviewStrategyDirectors reportFinancial report Operating and financial review Remuneration report 20 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 21 DRAFT
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Continuing our leadership in Artificial Intelligence Jumbo continues to lead the lottery sector in the adoption and application of Artificial Intelligence (AI). In FY26, we moved from embedding AI into our operations to scaling it across every layer of the business - empowering our teams, accelerating our products, and deepening the intelligence of our platforms. Embedding AI where it matters most Our AI strategy is centred on two priorities: A Driving operational efficiency, by equipping teams across Jumbo with the tools and skills to embed AI into day-to-day workflows, reducing manual overhead and freeing our people for higher-value work. A Accelerating product innovation, by using AI to prototype, test and validate new ideas faster, shortening the distance between concept and customer. We take a pragmatic and scalable approach: adopting best-in-market tools where they deliver immediate value, building custom AI capabilities where differentiation matters, and ensuring everything we deploy is connected, governed and compliant. Teams leading their own AI transformation One of the most significant shifts in FY26 has been AI adoption becoming team-led rather than centrally delivered. Across customer success, finance, marketing and operations, teams are designing their own workflows and skills, automating the repetitive, time-intensive tasks that once consumed a disproportionate share of their time. AI strategy, governance and policy remain centrally led, to ensure a consistent, secure and aligned approach across the organisation, while implementation is owned by the teams closest to the work. This combination of central direction and local innovation is producing compounding efficiency gains, building the capability and confidence for every team to lead its own transformation within a shared governance framework. Building our AI infrastructure: MCP tools and connected intelligence To support this scale of adoption responsibly, we have invested in our own internal MCP (Model Context Protocol) tools and services. These allow AI tools and agents to connect securely to Jumbo’s internal data and systems, enabling automation and intelligence without compromising our compliance and governance obligations. Rather than AI operating in isolation, our MCP layer allows it to query, act on and reason about real business data, while our integration controls maintain full visibility into how and where AI is used - giving us the flexibility of a deeply connected AI estate with the safety of managed, auditable integrations. We believe this is the right model for a regulated industry like ours. Automating common business processes at scale With this infrastructure in place, FY26 has seen AI- driven automation extend across a growing number of business processes. Tasks that were previously manual and resource-intensive - data collation and reporting, operational workflows, front-office support, security and platform protection - are now handled faster, more consistently and with less overhead. These automations are not replacing our people; they are removing the friction that slows them down, freeing our teams to focus on judgement, creativity and the work that drives genuine business value. Smarter operations with Sidekick Our AI Lottery Management Assistant, Sidekick, continues to make lottery management as simple as having a conversation. Having expanded in FY25, Sidekick continued to evolve in FY26 to keep pace with the fast- moving advancement of AI models and capabilities, ensuring our operators always benefit from the best available intelligence. AI-powered product development AI is now embedded in how we conceive and validate new ideas. We use it to prototype and iterate quickly, testing concepts with real users before committing to full development cycles - compressing timelines, reducing waste, and keeping us closer to what our customers need. Preparing for conversational commerce The way customers interact with digital services is changing. Voice and chat-based AI assistants are becoming the new front door, where a player can simply say “Buy a Powerball ticket” or “Check my results”, and the assistant manages the entire journey, from login to payment to confirmation. While this trend is still emerging, we are preparing for this future by continuing to adapt our platforms to support assistant-led interactions, positioning Jumbo to lead the next evolution of lottery retail as this trend accelerates. Governance and responsible innovation Our commitment to AI leadership goes hand in hand with our responsibility to use it wisely. A dedicated internal AI and Innovation team, reporting directly to the CEO, oversees the safe, transparent and ethical use of AI across Jumbo, including tool evaluation, risk assessment and system audits, to ensure every AI system we use is aligned with our values and obligations to players and partners. To support innovation while maintaining control, we provide teams with ring-fenced internal environments for safe experimentation. Combined with the centralised visibility our MCP layer provides over how AI agents interact with business data, this lets us move fast while maintaining the compliance guardrails that matter in a regulated environment. We have adopted governance frameworks that align with global best practice, embedding safety, security and fairness into every stage of AI implementation, so that our innovations deliver value responsibly: sustainable, transparent and trusted. You can learn more about our commitment to AI governance and sustainability in the Sustainability Report. Where AI enhances our value Build & enable Structural moats Built on licences, data and relationships - as well as technology Operate, protect & optimise End-to-end software development End-to-end software development End-to-end software development End-to-end software development End-to-end software development End-to-end software development End-to-end software development End-to-end software development End-to-end software development Front office optimisation Internal MCP tools and connected AI Advanced analytics on proprietary player data Team-level AI skills and automation Security and platform protection Workforce enablement at scale Safe experimentation within governance guardrails AI embedded across the SDLC - from coding to testing and CI/CD - within human-in-the-loop quality guardrails AI-enabled support workflows and analytics driving faster resolutions and a better customer experience Proprietary infrastructure connecting AI agents securely to Jumbo’s business data and systems AI-generated behavioural insights optimising product mix and player lifetime value Teams building their own AI-powered workflows, removing busy work and lifting focus on higher-value outcomes AI-assisted anomaly detection and risk oversight, protecting platforms and players in real time Enterprise AI tools embedded across teams, lifting productivity without proportionate cost growth Controlled internal AI environments enabling innovation within a secure, compliant framework Regulatory and Licenses Regulatory licenses and governance frameworks Brand,reputation and trust Data and Platform Proprietary customer data Deep platform integration and switching costs Operational and Relationships Embedded operational relationships End-to-end lottery expertise Physical execution and prize curation Our businesses OverviewStrategyDirectors reportFinancial report Operating and financial review Remuneration report 22 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 23 DRAFT
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United Kingdom Managed Services Operating model delivering profitable growth Gatherwell and StarVale are two of the UK’s most trusted and recognised External Lottery Manager (ELM) brands, with a combined history spanning more than three decades supporting society and local authority lotteries, raffles and prize draws. Gatherwell has helped more than 18,000 charities, councils, community and volunteer services, grassroots clubs and schools across the UK, raising more than £45 million for their causes. StarVale has raised more than £750 million over the past 15 years in partnership with major UK charities including Macmillan Cancer Support, Alzheimer’s Society and Age UK. Following a year of consolidation and forward planning in FY25, FY26 saw Jumbo’s UK business deliver improved profit growth. The local capability and operating model established over the past two years are now translating into earnings, with our Managed Services brands working more closely together to scale delivery efficiently. The luck of the draw Gatherwell recorded 21 jackpot wins in FY26 an unprecedented result against a prior five-year average of 14 which materially increased prize payout costs across the year. Despite this headwind, disciplined management of operating costs allowed the business to grow EBITDA by 10% on the prior year, demonstrating the resilience of the underlying business even in a year of exceptional payout activity. To reduce the volatility from jackpots, management has acted to cap the exposure for FY27. Continued operational improvement A dedicated development focus was applied to StarVale during the year, with a comprehensive business process review setting the agenda for further improvement in FY27, centred on: Enhanced regional capability Collaboration between Gatherwell and StarVale continued to deepen during the year, with the centralised B2B sales function maturing and delivering a joint industry award for the NHS Charities Together “Big Lotto for Health Charities” campaign, and the Client Success and Technology functions increasingly aligned around common goals. FY23* 58 FY24 88 FY25 FY26 97 103UK TTV (£m) *Includes 8 months of StarVale (completed November 2022) FY26 at a glance £103m Record annual TTV, surpassing £100m mark for the first time +10% EBITDA growth vs pcp 25 New clients secured 97% Customer Satisfaction Score (CSAT) +74 Gatherwell Net Promoter Score (NPS) Winner Lotteries Council Award: Unsung Hero at Age UK Technology - continued investment in digitising processes and service platform features Structure - ensuring the operating model remains fit for purpose as the business scales Process - procedural simplification and improved documentation to lift efficiency and quality Operating execution and profitable growth FY26 was a year of strong execution for Stride, converting the FY25 investments in capability, operating structure and service expansion into improved financial and operational outcomes. Stride delivered stronger financial performance, increased commercial momentum, and further established its position as a strategic partner to lottery organisations across Canada. The stronger financial performance reflected improved operating leverage, disciplined cost management and the continued benefit of investment in technology, marketing, and service delivery. The financial results also benefited from favourable campaign timing, with several lottery programs commencing earlier and concluding within FY26, resulting in a greater proportion of campaign revenue being recognised in the current financial year. Excluding this timing benefit, underlying performance continued to reflect strong execution against Stride’s long-term growth strategy. FY26 highlights Continued expansion of Stride’s technology, marketing and customer engagement capabilities, broadening end-to-end support across the lottery lifecycle and increasing the share of higher-value service delivery. Delivery of a major platform release, reflecting sustained investment in internal engineering capability and adding enhancements to scalability, operational resilience, reporting and support for evolving customer and regulatory requirements. Introduction and growing adoption of new lottery products, game formats and platform capabilities, supporting stronger player engagement and new revenue opportunities. Continued development of lifecycle marketing capability, expanding Stride’s service offering and supporting stronger campaign performance. Further integration of technology, marketing, customer success and service delivery into a single operating model, giving customers a more comprehensive lottery solution, while improving efficiency and creating greater capacity for growth. Strengthening capability to support long-term growth Investments made in FY25 across technology, marketing and operating structure continued to translate into measurable improvements during FY26, enabling teams to execute with greater consistency, speed and effectiveness, and supporting increased scale without proportional growth in operating overhead. The continued investment in Stride’s technology and engineering capability is also enabling the business to accelerate innovation and strengthen its position as a market leader in lottery technology. The modernisation and enhancement of Stride’s proprietary platform has created greater flexibility to develop and launch new products and customer experiences, respond quickly to changing market and regulatory requirements, and introduce new ways for players to engage with lotteries. Market expansion and commercial momentum Stride’s expanded capabilities supported continued growth across its customer base in FY26. The combination of lottery technology, campaign execution and customer lifecycle marketing expertise has enabled Stride to offer customers a more comprehensive solution, extending beyond traditional lottery administration to drive greater player engagement, stronger campaign performance and improved fundraising outcomes. Looking ahead, Stride will continue to invest selectively in platform innovation, automation, analytics, marketing capability and service delivery, while maintaining disciplined cost management. These investments are expected to support continued efficiency gains, enable further product and service innovation, and long- term value for customers, fundraising organisations and shareholders. Canada FY26 at a glance 55 Lotteries Across Canada in FY26 C$26m Awarded prizes 145 Lottery draws 5,554 Lucky winners 881,669 Ticket orders sold Our businesses OverviewStrategyDirectors reportFinancial report Operating and financial review Remuneration report 24 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 25 DRAFT
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Dream Car Giveaways (Dream UK) is one of the UK’s leading digital prize draw operators, where customers can participate to win prizes such as cars, cash, lifestyle products and holidays. FY26 snapshot £51m TTV 670,000 Active customers1 4,250 Number of draws £33m Prizes awarded 2018 Founded 19 Employees Dream UK Strategic rationale for acquisition Alignment with Strategy A Unique Service Propositions (USPs) of JLP prompting earlier integration window A Growth model aligned with Group experience Established / Market Leader A Embedding experienced commercial leader (Jul-26) on top of entrepreneurial foundations A Business Performance tracking ahead of original expectations A Highly engaged and loyal player base Proven performance A Market and underlying model continue to grow A Demonstrated ability to scale draw cadence and drive operational flexibility Significant value creation opportunity A POC growth initiatives tested with encouraging results A Significant brand equity reinforced The Voluntary Code of Good Practice for Prize Draw Operators The UK prize draw market is maturing - and its regulatory landscape is maturing with it. In November 2025, the UK Government, via the Department for Culture, Media and Sport, introduced the Voluntary Code of Good Practice for Prize Draw Operators, focused on strengthening player protection, transparency and accountability across the sector - a code to which Jumbo, via Dream UK, was an early signatory and remains fully compliant. Jumbo is also pleased to be a founding member of the Prize Competitions Council, formed to represent the interests of prize draw operators and uphold standards across the sector. Jumbo welcomes this regulatory evolution and, with more than 20 years’ experience operating in regulated markets, is well placed to help navigate the sector through its next phase of maturity. Overview of market Strong growth in prize draws reflects a shift in consumer preferences towards more seamless digital, fun and engaging experiences. 7.4m Adults 14% of adult population have participated in prize draws £1.3b Annual ticket sales >400 Operators <10 at scale The market has grown rapidly over the last 5-years. Prize draws are a significant and growing market With substantial headroom for future growth Attracting a younger, digitally savvy customer 1. Source: From Wild West to White Paper: The Professionalisation of the UK Prize Draw Competitions Sector (April 2026). 1. Active players disclosed based on unique customers who had at least one financial transaction during the 81/2 month period of Jumbo’s ownership. 1. Exchange rate of £0.49 = A$1. 2. Umbrella Lotteries has been excluded from Society Lotteries and included as its own market Source: Gambling Commission Industry Statistics | Postcode Lottery Annual Report Source: Internal Assessment; desktop analysis Source: London Economics Report for UKG and DCG player data Investing in prize draw competitions is less about chasing a trend and more about recognising a developing market opportunity at the right stage of its growth cycle1. Quantity growth Quality growth Maturity Saturation Decline Online betting 3 Year CAGR (%) & Annual Ticket Sales (A$b1) National Lottery Prize Draws Umbrella Lotteries2 Society Lotteries 1.0 1.1 2.7 15.9 49.2(4%) (4%) >25% 9% 3% Prize Draws Umbrella Lotteries National Lottery Society Lotteries Illustrative only Online Betting Prize draw participants are typically A Predominantly digital, with over 99% playing online A Younger than lottery supporters A Seeking lifestyle prizes Source: UK Department for Culture, Media and Sport market study (June 2025) Our businesses OverviewStrategyDirectors reportFinancial report Operating and financial review Remuneration report 26 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 27 DRAFT
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Dream US Dream Giveaway (Dream US) is a well-established prize draw operator in the US, where customers can participate to win high-value, automotive-themed prizes through a long-standing charitable donation model. FY26 snapshot US$16m TTV 134,000 Active customers1 29 Number of draws US$3.2m Prizes awarded 2007 Founded 21 Employees Strategic rationale for acquisition Alignment with Strategy A Low-cost, high-impact integration onto the Jumbo Lottery Platform (JLP) unlocking mobile app capability and enhanced data and marketing A OZL experience & learnings applicable in US Established / Market Leader A Continuity of leadership supporting efficient execution A Transformation underway to expand total addressable market (TAM) Proven performance A Performance remains stable A Early insights highlight meaningful untapped growth potential Significant value creation opportunity A Increased draw cadence showing early results in engaging current customer base A Senior Marketing leader onboarded (Aug-26) alongside new marketing agency, building out digital expertise to leverage JLP capabilities Transition to Jumbo Lottery Platform (JLP) Dream US’s move onto JLP is a key milestone in the FY26 value enablement plan. A thorough discovery and gap analysis confirmed JLP as a strong fit for the business, and migration occurred in early FY27. The move puts Dream US on the same proven platform that powers our Australian brands, adding native iOS and Android apps, real-time personalised marketing, and a broader set of payment methods with built-in redundancy and support for a future subscription program. It also brings a governed, real-time data and marketing layer, along with enterprise-grade compliance and security including ISO 27001 certification and PCI-DSS compliance, from day one. Together these close long- standing capability gaps and lay the foundation for Dream US’s next phase of growth. Because JLP is a shared platform with continuous investment across our partner base, Dream US moves from maintaining its own systems to gaining from every future enhancement - freeing its own investment for growth, partnerships and brand. Overview of market The US prize draw market is yet to reach the size and scale of the UK market, presenting a profound opportunity for Jumbo. ~349m Population 5x the UK 13x Australia The scale and spending power of the world’s largest consumer economy. a large, digitally-engaged population with online adoption still rising across categories. A market of unmatched size An opportunity for Jumbo to take a market-leading position An emerging category, yet to scale or consolidate US UK Launch Growth Scale Consolidation Maturity A Apps and engagement A Payments A Data and marketing A Compliance and security 1. Active players disclosed based on unique customers who had at least one financial transaction during the 8 month period of Jumbo’s ownership. Our businesses OverviewStrategyDirectors reportFinancial report Operating and financial review Remuneration report 28 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 29 DRAFT
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Dream Businesses: integration update Since completing the acquisitions of Dream Car Giveaways and Dream Giveaway in October 2025, Jumbo’s integration of both businesses has progressed in a considered, disciplined way over the eight months to the end of FY26 - protecting the performance of both businesses while methodically building the foundations for their next phase of growth. A consistent, principled approach From the outset, integration has been guided by a small number of clear principles: preserve momentum through a balanced approach, drive growth through strategic collaboration, and plan succession clearly for sustained growth. These principles sit alongside an operational governance model that gives each business full access to Jumbo’s core support functions, while retaining operational autonomy over its own direction, growth initiatives and day-to-day performance. That balance - Group support without Group override - has allowed both businesses to keep running at full strength for customers throughout the transition. Phase 1 delivered in full, within 90 days Both businesses completed their initial integration phase within the disclosed 90-day window: core functions were brought under Jumbo governance, initial technology assessments were completed, and oversight and governance structures were established. Consistent, Group-standardised reporting and engagement was put in place across both businesses, giving Jumbo reliable lead indicators of business performance and the timely information needed to support decisions on opportunities and remediations as they arise - the same disciplined reporting backbone that supports the Group’s broader governance, financial reporting, strategy and budgeting processes. Phase 2 execution is well underway, with tangible progress on both fronts Value enablement is being delivered through two parallel workstreams - the Jumbo Lottery Platform and capability - and both are showing real progress: A Dream Giveaway (USA) has moved furthest and fastest. Its business change project for JLP adoption readiness is complete, and platform migration occurred in late August 2026. On capability, a new marketing agency has already been appointed and onboarded, and recruitment for a dedicated marketing leader is complete - positioning the business to move quickly into growth-opportunity realisation with its enhanced leadership in place. A Preserve momentum through a balanced approach A Drive growth through strategic collaboration A Clear succession planning for sustained growth Integration principles A Full integration of core support functions A Operational autonomy with Jumbo support and oversight: A Direction and business plan setting A Growth enablement A Day-to-day performance management Operational governance model Set up for success A Core function integration A Technology Assessments A Establish oversight and governance First 90 days1 A Dream Car Giveaways (UK) has completed its JLP gap analysis, identifying precisely what functional development is required, and is now working through feature co-design ahead of platform implementation. On capability, leadership selection is complete, addressing roles that were previously either founder-held or unfilled, with a structured transition now underway alongside the founders’ earn-out - ensuring continuity of the growth plan without disruption to business-as-usual performance. Discipline underpinning the pace Both workstreams are being run against the same guardrails: delivering the growth initiatives endorsed in the original integration plans, protecting against any regression from the financials underpinning the original business case, and maintaining clear subsidiary-level ownership and engagement throughout. This is deliberate - Jumbo’s approach is to move with pace where the business case supports it, without compromising the fundamentals that made these businesses attractive acquisitions in the first place. Looking ahead With Phase 1 complete and Phase 2 tracking well across both businesses, Dream Giveaway went live on the platform and established a strengthened marketing capability in late August 2026, while Dream Car Giveaways is on track to complete its platform implementation and leadership transition through FY27. Both businesses enter FY27 with the foundational work behind them and a clear, well-governed pathway to the value realisation that underpinned their acquisition. Value enablement A Jumbo Lottery Platform A Capability (Succession, Marketing Talent) A Jumbo supported growth initiatives CY262 Scale A Target B2C operating model in place A Sustained governance & risk management A Robust continuous improvement framework FY27+3 Accelerating growth through acquisitions We are applying the same proven framework that has underpinned the success of Oz Lotteries to accelerate growth in the UK and US. This includes bringing both businesses onto the Jumbo Lottery Platform, the technology already driving Oz Lotteries, and drawing on more than 20 years of lottery management experience to guide their development. The runway for expansion is substantial. Unlocking that potential will depend on a purposeful and systematic program of integration across each business. Market opportunity (Total population1) 27 Million 1,000+ Reseller Best in class Developed 0.7 Million 70 Million 3,000+ Product owner Bespoke Scaling 0.8 Million 349 Million 29 Product owner Bespoke Constrained 0.2 Million Products (draws per year) Scale (Active customers) Technology Marketing 1. Source: United States, United Kingdom and Australia Population (2026) Worldometer. Our businesses OverviewStrategyDirectors reportFinancial report Operating and financial review Remuneration report 30 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 31 DRAFT
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview Directors’ Report The Directors of Jumbo Interactive Limited ( Company), present their report on the consolidated entity ( Group), consisting of the Company and the entities it controlled at the end of, and during, the financial year ended 30 June 2026. 1. Board of Directors The following persons served as Directors of the Company at any time during and up to the end of the financial year ended 30 June 2026: SUSAN FORRESTER AM: Chair of the Board, Independent Non -Executive Director BA, LLB (Hons), EMBA, FAICD Appointed Chair of the Board of Directors in September 2020, Susan is also a member of the People and Culture Committee and the Audit and Risk Management Committee. Bringing a wealth of experience having served as chair and non-executive director on multip le ASX listed companies, Susan has a particular focus on strategy and governance within industries that are undergoing rapid change, often as a result of technology. Her other directorships include Non-Executive Director and Chair of Remuneration Committee of PWR Advanced Cooling Technology (since April 2026), Non-Executive Director and Chair of the People and Performance Committee of Iress (ASX:IRE) (since October 2024), Non-Executive Director and Chair of South Bank Corporation (since January 2024 to June 2026). She was previously a Non-Executive Director of Data#3 Limited (ASX: DTL) (February 2022 to April 2025) and a Non-Executive Director and Chair of the People and Culture Committee of Plenti Group Limited (ASX: PLT) (October 2020 to June 2025). In addition, Susan serves as a Panel Member for the Takeovers Panel Australia, an Advisory Committee Member for PEXA and is a Queensland Division Director with the Australian Institute of Company Directors (AICD). MIKE VEVERKA: Managing Director, Chief Executive Officer and Founder BEng (Hons), GAICD Mike has been Managing Director and Chief Executive Officer of Jumbo Interactive Limited since the restructuring of the Company on 8 September 1999. Mike was instrumental in the development of the e - commerce software that is the foundation of the various Jumbo operations. Mike was the original founder of subsidiary Squirrel Software Technologies Pty Ltd in 1995 when development of the software began. Mike also established a leading Internet Service Provider in Queensland which operated successfully for three years before being sold. Mike is regarded as a pioneer in the Australian internet industry with many successful internet endeavours to his name. SHARON CHRISTENSEN: Independent Non-Executive Director LLB (Hons), LLM, FAICD, FAAL Sharon was appointed to the Board of Directors in September 2019. She is also the Chair of the People and Culture Committee and a member of the Audit and Risk Management Committee. Sharon has over 30 years of commercial, legal and regulatory experience and is a research leader in regulatory responses to digital innovation and disruption. Sharon was previously a Non-Executive Director of Property Exchange Australia Ltd from 2011-2019. Sharon is a professor and Executive Dean of Faculty of Business and Law at the Queensland University of Technology and consults exclusively for Gadens Lawyers. She is widely regarded as one of Australia’s leading commercial and property law academics. GIOVANNI RIZZO: Independent Non-Executive Director BCom (Hons), CA (ANZ), MAICD Giovanni was appointed to the Board of Directors in January 2019. He is also the Chair of the Audit and Risk Management Committee and a member of the People and Culture Committee. Giovanni is a Chartered Accountant and has over 25 years’ experience working in various management and consulting roles for large listed technology, lottery, gaming, and fintech businesses in Australia, South Africa and Canada. He is currently the Acting Chief Financial Officer at TechnologyOne Limited (TNE: ASX) and was previously General Manager of Corporate Advisory at Tyro Payments Limited (TYR: ASX) overseeing the Legal, Company Secretarial, Financial Advisory and Investor Relations divisions from October 2020 to January 2024. Giovanni also previously held the position of Head of Investor Relations at Tatts Group Limited prior to their merger with Tabcorp Holdings Limited in 2017. Giovanni is a member of The Institute of Chartered Accountants in Australia and New Zealand and a member of the Institute of Company Directors. MICHAEL MALONE: Independent Non-Executive Director BSc, DipEd, FAICD, FACS, FAIM Michael was appointed to the Board of Directors in September 2024. He is also a member of the Audit and Risk Management Committee. Michael is a Fellow of the Australian Institute of Company Directors, the Australian Institute of Management and the Australian Computer Society. He has a Bachelor of Science (Mathematics) and a Post Graduate Diploma in Education, both from the University of Western Australia. Michael is currently a Director of ASX Listed Temple & Webster Ltd (since October 2025) and Health Engine Ltd (since October 2022). His previous roles include Director of nbnco (April 2016 to April 2025); Director of Seven West Media (2015-2026); Director and Chair of Audit at WiseTech Global Limited (December 2021 to February 2025); Director and Chair of Superloop (until 2020); and Director and Chair for Asia Pacific Netwo rk Information Centre Foundation (until 2021). 2. Directors’ meetings The table below sets out the number of meetings of the Board of Directors (including Board committees) held during the year ended 30 June 2026 and the number of meetings attended by each Director. Meetings Table Board1 Audit and Risk Management Committee People and Culture Committee Director Number of Meetings held Attended Number of Meetings held Attended Number of Meetings held Attended Susan Forrester 15 14 6 6 6 5 Mike Veverka 15 15 62 62 62 62 Sharon Christensen 15 15 6 6 6 6 Giovanni Rizzo 15 15 6 6 6 6 Michael Malone 15 14 62 62 62 52 1 In addition to the Board meetings listed above, the Board made eight determinations by circulating resolution during the course of the year. 2 While not members of the Committee, Mr Veverka and Mr Malone attend each meeting as an invitee. 3. Directors’ interests as at the date of this report The relevant interests of each current Director in the ordinary shares of the Company as at the date of this report is as follows: Director Number of ordinary shares Susan Forrester 38,643 Mike Veverka1 8,958,785 Sharon Christensen 11,148 Giovanni Rizzo 11,000 Michael Malone 13,000 1 In addition Mike Veverka holds 59,511 rights and 220,520 options over unissued ordinary shares and the Board has approved the grant of 13,265 STI rights to Mike Veverka, subject to shareholder approval at the 2026 AGM. 32 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 33 DIRECTORS
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 4. Share options and rights Unissued ordinary shares of the Company under the Equity Rights Plan at the date of this report are as follows: Date rights/ options granted Expiry date Exercise price of rights / options Number under the Equity Rights Plan 10 November 2022 - rights 14 September 2026 $nil 10,985 9 November 2023 - rights 14 September 2027 $nil 74,979 8 November 2024 - rights 14 September 2028 $nil 74,300 11 November 2025 - rights 22 September 2031 $nil 24,097 11 November 2025 - options 22 September 2031 $15.457 535,930 The holders of these rights and options have no entitlement to participate in any share issue of the Company or of any other entity. During or since the financial year ended 30 June 2026, the following ordinary shares of the Company were issued on the exercise of rights granted: Date rights granted Issue price of shares Number of shares issued 11 November 2025 - 22,009 10 November 2022 - 4,339 During or since the financial year ended 30 June 2026, the following rights and options were granted by the Company to Directors and Executive Key Management Personnel ( KMP). Name Number of rights granted during the year Number of options granted during the year Directors Mike Veverka 8,547 220,520 Other KMP Xavier Bergade 4,274 121,017 Brad Board 4,274 121,017 Abby Perry 11,490 47,479 Jatin Khosla 17,521 25,897 46,106 535,930 The Board has awarded 13,265 FY26 STI rights to Mike Veverka subject to shareholder approval at the 2026 AGM and 26,501 FY26 STI rights to KMP subject to Director approval at a Board meeting on the 2026 AGM date. 5. Company Secretary Lauren Osbich was appointed Company Secretary on 12 July 2024. Lauren is admitted as a Solicitor of the Supreme Court of NSW, holds a Bachelor of Arts/Law with Honours in English and a Graduate Diploma of Legal Practice. She has been a Company Secretary with MUFG Corporate Governance for over five years and previously was employed by the ASX as a Listings Compliance Advisor. During the year, Ms Osbich took maternity leave, and Ms Kimberley Sue was appointed as a Joint Company Secretary on 1 September 2025. For personal reasons, Ms Sue’s appointment ended on 29 January 2026, when Mr Graeme Blackett was appointed as Joint Company Secretary until the end of the financial year. 6. Remuneration Report The Remuneration Report is set out on pages 55 to 73 and forms part of the Directors’ Report for the financial year ended 30 June 2026. 7. Principal Activities During the financial year, the principal activities of the Group consisted of the following segments: • Lottery Retailing which services Business-to-Consumer (B2C); • Software-as-a-Service (SaaS) which services Business-to-Business (B2B) and Business-to-Government (B2G); • Managed Services which services B2B; and • Dream Giveaways which services B2C. The following summary describes the operations in each of the Group’s reportable segments: Lottery Retailing Sale of Australian national lottery and charity lottery tickets online and on mobile devices to customers ( B2C) in Australia and certain overseas jurisdictions through Oz Lotteries. Software-as-a-Service Development, supply, and maintenance of proprietary software -as-a-service (SaaS) for authorised Businesses, Charities and Governments (B2B/B2G) in the lottery market in Australia. Managed Services Provision of lottery management services for authorised Businesses and Charities (B2B) in the lottery market in the UK and Canada. Services include technology, prize procurement, lottery game design, campaign marketing, and customer relationship and draw management. Dream Giveaways Operation of consumer prize draw promotions delivered to customers (B2C), providing access to prize competitions in United Kingdom and United States of America. 8. Review of Operations A review of the Group’s operations for the financial year and the results of those operations is contained in the Operating and Financial Review as set out on pages 48 to 54 of this Directors’ Report. 9. Dividends A fully franked final dividend of 30.5 cents per fully paid ordinary share for the year ended 30 June 2025 was paid on 16 September 2025, and a fully franked interim dividend of 12.0 cents per fully paid ordinary share for the half year ended 31 December 2025 was paid on 18 March 2026. 34 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 35 DIRECTORS
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview On 27 August 2026, the Directors have de termined to pay a fully franked final dividend for the financial year ended 30 June 2026 of 15.0 cents per fully paid ordinary share ( 2025: 30.5 cents per fully paid ordinary share), to be paid on 17 September 2026. Further details of dividends provided for or paid are set out in Note 18: Dividends to the Consolidated Financial Statements on page 114. 10. Capital Management On 26 August 2022, as part of the Company ’s approach to capital management, the Company announced an on-market share buy-back of up to $25 million. The buy -back commenced in September 2022 and has been conducted on an oppo rtunistic basis with the timing and number of shares purchased dependent on the prevailing share price and alternative capital deployment opportunities. As at 30 June 2026, 937,023 shares had been purchased at an average price of $12. 26. The Board has agreed to continue the on-market share buy-back program and will maintain a disciplined approach to execution. The timing and number of shares to be purchased remains dependent on the prevailing share price and alternative capital deployment opportunities. The Company reserves the right to vary, suspend or terminate the share buy -back program at any time. 11. State of Affairs On 14 October 2025, the Group acquired 100% of the Dream Car Giveaways group of companies (Dream UK) via its fully controlled subsidiary Jumbo Interactive UK Limited. Dream UK is a leading B2C brand and digital market proposition in the UK prize draw market, where customers can participate to win prizes such as cars, cash, property and lifestyle products. On 30 October 2025, the Group through its newly -incorporated US subsidiary Jumbo Interactive USA, Inc., acquired DG Acquisition, Inc. – the holding company of three companies (FN Funding, Inc., DG Motors, Inc. and RYNO.CO, Inc.) that collectively comprise the Dream Giveaway business ( Dream US). Dream US develops and manages promotional campaigns centred around prizes, primarily in the automotive sector. In the opinion of the Directors , there were no significant changes in the state of affairs of the Group during the financial period except as otherwise noted above and in this report. 12. Corporate Governance Statement The Corporate Governance Statement is available on the Company ’s website at https://www.jumbointeractive.com/corporate - governance/. 13. Events subsequent to the reporting period Apart from the final dividend determination announced on 27 August 2026 and the Board’s decision to continue the on-market share buy-back, there were no other matters or circumstances that have arisen that have significantly affected, or may significantly affect, the operations of the Group in the financial years subsequent to 30 June 2026. 14. Likely developments, key business strategies and future prospects Jumbo's strategy is centred on creating long -term shareholder value by extending the strengths that have made it Australia's leading digital lottery retailer into adjacent lottery, prize draw and technology opportunities. Oz Lotteries remains the fou ndation of the Group, providing the scale, customer reach and cash generation that underpin the business, with these strengths applied across adjacent opportunities offering a sustainable competitive advantage. Today, the Group operates B2C businesses in Lottery Retailing and Dream Giveaways, and B2B businesses in SaaS and Managed Services, across Australia, the United Kingdom and North America — providing multiple, complementary pathways for growth. As the portfolio has evolved, so too has the focus of the Group's strategy, from building new growth platforms to scaling, integrating and optimising these businesses to maximise their long -term potential. Overview of Group Jumbo Interactive is a diversified, technology -enabled lottery and prize draw company operating across Australia, the United Kingdom, and North America. Our vision is to be the heart of the world’s best winning experiences - and our mission is to create premium digital entertainment experiences that people love. Founded in 1995 with a single computer, we have grown into an ASX -listed global group that brings together technology, creativity, and purpose to deliver on that promise at scale. Our B2B SaaS platforms and Managed Services power government and charity lottery programs - helping raise funds for good causes. On the B2C side, our brands – Oz Lotteries, Dream UK, and Dream US - connect millions of customers to life -changing prizes. With over 300 employees and three decades of digital innovation, we are reimagining how people engage with lotteries and prize draws - making the experience simpler, more engaging, and more impactful for everyone involved. Lottery Retailing The Group, through certain of its wholly owned subsidiaries, is an authorised reseller of lottery tickets under the flagship Oz Lotter ies brand. This Lottery Retailing segment is well -established and includes the sale of Australian lotteries (national and charities ) in certain jurisdictions in both Australia and internationally. The Lottery Retailing segment is underpinned via Reseller Agreements between subsidiaries of the Company and subsidiaries of The Lottery Corporation Limited ( TLC), which were extended for a further 10 years in August 2020 ( Reseller Agreements). TLC was demerged from Tabcorp on 23 May 2022 as a separate listed company on the Australian Securities Exchange and is Australia’s exclusive operator of licensed lotteries for all Australian states except for Western Australia. Sales of national lottery games are undertaken through the rights granted under the Reseller Agreements with the applicable TLC subsidiaries noted below: • Victoria – TMS Global Services (VIC) Pty Ltd is an authorised reseller of Tattersall’s Sweeps Pty Ltd for a term of 10 years to 25 August 2030 with renewal negotiations 9 months prior to expiry, for sales to customers in Victoria and Tasmania; • New South Wales – TMS Global Services (NSW) Pty Ltd is an authorised reseller of New South Wales Lotteries Corporation Pty Ltd for a term of 10 years to 25 August 2030 with renewal negotiations 9 months prior to expiry, for sales to customers in New South Wales and the Australian Capital Territory ; • South Australia – TMS Global Services Pty Ltd is an authorised reseller of Tatts Lotteries SA Pty Ltd for a term of 10 years to 25 August 2030 with renewal negotiations 9 months prior to expiry, for sales to customers in South Australia; and • Northern Territory – TMS Global Services Pty Ltd is an authorised reseller of Tatts NT Lotteries Pty Ltd for a term of 10 years to 25 August 2030 with renewal negotiations 9 months prior to expiry, for sales to customers in the Northern Territory and eligible overseas jurisdictions. Pursuant to the Reseller Agreements, the service fee increased from 1.5% of the subscription price in FY21 to 2.5% in FY22, 3 .5% in FY23 and 4.65% in FY24 and thereafter. 36 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 37 DIRECTORS
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview The domestic digital lottery market is currently estimated to be 46.6% of the total domestic lottery market ( ~$6.5bn, excluding Western Australia). This remains well below the levels seen in some European countries where online lottery ticket sales represent close to 70% of total ticket sales and the UK (51%) and New Zealand (48%). The Group commenced selling charity lottery tickets in July 2015 and there are currently 10 active charities using Oz Lotteries to sell lottery tickets including charities such as RSL (Qld), yourtown, Mater Lotteries, Endeavour Foundation, RSPCA and the Deaf Lottery Association. Ticket sales from charity lotteries and our proprietary products and programs currently represent 4.5% of total Lottery Retailing annual ticket sales. The Lottery Retailing business is well-positioned to continue to capitalise on the trend of increasing digital adoption and the higher propensity for players to purchase lottery tickets on the internet or using a mobile device. Ticket sales continue to be sign ificantly impacted by large jackpot activity which remains outside of the Group ’s influence, however consistent and resilient growth in lotteries over the long term and a persistent focus on innovation to improve player engagement and enhance the player experience are expected to continue to drive revenue growth. Software-as-a-Service In FY25, the Powered by Jumbo (PBJ) platform was rebranded to the Jumbo Lottery Platform ( JLP) to more clearly articulate the product offering. The new branding reinforces that the platform is a full service, purpose -built solution for running charitable and government lottery programs, giving partners a clearer view of what they’re adopting and g reater confidence in its scope. In FY26, the Group’s SaaS partner portfolio grew to 11 with strong performance recorded across the entire portfolio. T wo new major partners joined in early FY27, namely RSL Queensland’s Dream Home Art Union and Dream US. Managed Services The Managed Services segment includes Jumbo’s subsidiaries in the UK and Canada. The Company acquired Gatherwell Limited (Gatherwell) in the UK in November 2019 which is a licensed External Lottery Manager (ELM), providing a turnkey digital lottery solution to lotteries across the UK. Gatherwell ’s main customers are schools through www.yourschoollottery.co.uk , local authorities and councils, and small society lotteries through www.onelottery.co.uk and other individual brands. In June 2022, the Company acquired Stride Management Corp. ( Stride) in Canada, a licensed ELM, providing a full range of services including lottery management, ticket fulfilment, and marketing services primarily in Alberta and Saskatchewan. Strid e is also licensed in New Brunswick, British Columbia, Ontario and Manitoba, although these remain relatively underdeveloped markets for Stride at this stage. In November 2022, the Company acquired the StarVale Group ( StarVale), a leading UK ELM providing a full range of weekly lottery, raffle and prize draw services. Following a period of operational change and increased investment, both businesses are focused on profitable growth and achieving operating leverage. Dream Giveaways On 14 October 2025, the Group acquired 100% of the Dream Car Giveaways group of companies (Dream UK) via its fully controlled subsidiary Jumbo Interactive UK Limited. Dream Giveaways UK is an established and trusted digital prize draw competition platform and leading B2C brand and digital market proposition in the UK prize draw market, where customers c an participate to win prizes such as cars, cash, property and lifestyle products. On 30 October 2025, the Group through its newly -incorporated US subsidiary Jumbo Interactive USA, Inc., has acquired DG Acquisition, Inc. – the holding company of three companies (FN Funding, Inc., DG Motors, Inc. and RYNO.CO, Inc.) that collectively comprise the Dream Giveaway business ( Dream US). Dream Giveaways US develops and manages promotional campaigns centred around prizes, primarily in the automotive sector. The acquisition of Dream Giveaways US provides Jumbo with a B2C entry point into the US prize draw market. 15. Key risks The Group is continually monitoring the risks our business faces and ensuring the relevant risk response sufficiently mitigates these risks in-line with the risk appetite set by the Board. Some key risk areas identified are as follows: Expansion and Diversification Risk Jumbo’s early business success was built on its founders recognising the transformative power of emerging digital channels for lottery ticket sales. By leveraging this digital shift early and partnering with The Lottery Corporation ( TLC), the Group established itself as a leading digital reseller of TLC's products. This foundational relationship allowed Jumbo to pioneer the domestic Australian digital lottery market and build a robust, highly engaged customer base over two decades. While our reseller agreements remain a core pillar of the business, the Group has recognised the critical need over the past five years to diversify its business model and actively reduce its concentration risk and reliance on the TLC reseller arrangement s. To ensure long- term sustainable growth and build a more resilient portfolio, the Group has shifted toward a multi-channel, global strategy. This includes expanding our proprietary Software -as-a-Service (SaaS) platform to managed services clients and a ctively pursuing inorganic growth through international corporate acquisitions including entering the prize giveaway market through acquisitions of Dream UK and Dream US. Accelerating growth through strategic acquisitions introduces a distinct set of market and financial risks. Successfully executing an inorganic growth strategy requires substantial capital allocation, and there is an inherent risk regarding the ongoing ava ilability and cost of capital needed to fund these investments. Furthermore, the global acquisition landscape is highly contested; Jumbo faces competition from both industry competitors and institutional investment houses which can escalate asset valuations, compress anticipated yields, or result in the Group missing out on preferred targets, directly impacting our ability to generate expected returns on investment. Integration of Acquisitions Risk Over the past five years, the Group’s operations have expanded from being primarily Australian based to now having businesses operating in the UK (acquisition s of Gatherwell, Starvale and Dream UK), the USA (acquisition of Dream US) and Canada (acquisition of Stride). Following an acquisition, the Group implements targeted integration activities designed to transition acquired businesses into the Group's core operating systems and processes . Integration activities can cover a wide range of actions with associated risks and opportunities , including: - the introduction of revised contra cting terms for the acquired business to align with the Group’s operating practices and risk tolerance, which can yield risks including a risk of loss of customers, increased operating costs and reduced revenue from existing customers; - changes to the people management and culture of the acquired business, which can yield risks including increased costs, loss of know-how and employee attrition; - the introduction of new technology or other operating systems and processes, which can yield risks including increased costs . - combining/ leveraging the customers across combined entities and the Group If the Group is not able to effectively or efficiently integrate an acquired business into the Group then the anticipated benefits, synergies or value may not be realised leading to the acquired business failing to generate the expected returns on investment. Strategic and Operational Alignment Risk The Group operates multiple different businesses across multiple jurisdictions. Our operational footprint introduces complexities in maintai ning full visibility, achieving consistent transparency and effectively monitoring the performance of the Group's subsidiaries. The overall success of the Group is heavily dependent upon the implementation of robust systems and frameworks that ensure subsidiary business strategies are tightly aligned with overarching Group objectives. Without appropriate governance, structured proc esses, and rigorous oversight, there is an increased risk that subsidiary businesses may diverge from agreed strategies and operational standards, leading to suboptimal performance, operational inefficiencies, and unexpected financial or strategic impacts . 38 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 39 DIRECTORS
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview Material Contract Risk As noted above, the Group's Australian subsidiar ies have reseller agreements with subsidiaries of TLC which permits them to sell TLC products through digital channels ( Reseller Agreements) in certain Australian jurisdictions. The Reseller Agreements account for 47% of the Group’s revenue in FY26. The Reseller Agreements were signed in August 2020, have a term of 10 years and are inter-related such that if a material breach or unremedied event of default occurs under one Reseller Agreement, TLC can terminate all of the Reseller Agreements. The Group actively manages its relationship with TLC and has in place robust governance, operating systems and processes so it complies with its obligations under the Reseller Agreement and minimises the risk of an event of default occurring. The Group also meets with the TLC team on a quarterly basis and TLC conducts an annual audit of Jumbo's compliance with its obligations under the Reseller Agreement. Notwithstanding that the Group has operated as a reseller of TLC's products since 2005 and, the Reseller Agreements have been renewed on several occasions, there is also a risk that, upon the expiration of the current term of the Reseller Agreements, the TLC licensed subsidiaries do not offer new reseller agreements to the Group resulting in a material loss of revenues and significantly impacting the operational and financial performance of the Group People & Culture Workforce risk in FY26 has shifted from attraction and retention toward ensuring leadership continuity, organisational readiness, and employee wellbeing as the Group integrates its recently completed acquisitions in the UK and US. Retaining key management through this critical period is a particular focus, with continuity of leadership viewed as essential through the integration period and the renewal of our reseller agreement with The Lottery Corporation (TLC) . The Board approved a one -off retention-focused equity grant during the year to secure continuity of key management personnel through to FY30. Work Health and Safety (WHS) continues to be a core focus. In FY26, we continued to embed our Safety and Wellbeing Framework across all regions, with particular attention to psychosocial hazard management, leadership accountability and WHS governance, and continued to develop our Speak Up program as a secure channel for employees to raise concerns. During the year, PwC conducted an independent audit of our WHS framework, providing the Board with assurance over the robustness of our systems, governance structures and compliance obligations. In parallel, we continued to invest in leadership and organisational capability through our Level Up and Next Level development programs, and prioritised talent acquisition in technology, digital marketing and growth funct ions to support our evolving international operating model. In FY27, focus will extend to embedding consistent governance, behavioural standards and leadership accountability across our growing and geographically dispersed workforce, while continuing to monitor workforce health, leadership effectiveness and cultur e outcomes as we work to extract value from the UK and US acquisitions. Technology and Cyber Resilience Risk The Group’s products and services are provided via our digital technology platforms as well as websites, mobile applications and social media accounts, meaning we must continually monitor and prioritise our cyber resilience . We continually monitor the evolving threat environment in order to respond to potential cyber-attack and endeavour to create a product and environment for players, clients and suppliers that is safe and secure . There is a risk that our systems will not be effective in preventing a cyber incident , materially impacting our service continuity, operational processes and/or compromising our intellectual property, confidential and personally identifiable information . The Board and executive leadership continuously work together to monitor these technology and cybersecurity risks and we continue to train the Board and executive leadership team on cyber security matters, engaging independent subject matter experts as required, including raising awareness of reporting obligations in relation to material cyber threats or incidents including to the Australian Securities Exchange ( ASX) and relevant regulators in the jurisdictions which we operate. Data Privacy The Group collects, processes, and stores personal information across its global operations to support its digital lottery and prize draw platforms and operate its business. There is an inherent risk that the Group's operational processes or systems may fa il to protect this personal data, leading to unauthorised access, disclosure, loss, or misuse of personal information in violation of local and international privacy laws (such as the Australian Privacy Act, UK GDPR, and US state privacy regulations). To manage and mitigate this risk the Group maintains a robust privacy management framework including implementing data p rotection processes across all operating segments, vendor management, data minimisation strategies and staff training. In the event of a suspected data breach the Group has established procedures to ensure incidents are identified, contained and remediated efficiently including fulfilling reporting requirements to relevant privacy regulators and affected indivi duals within required timeframes. Legal and Regulatory Compliance Risk Given the expansion of Jumbo's business operations to incorporate multiple international jurisdictions, we are committed to ensuring regulatory compliance across each of the jurisdictions in which we operate. There is an ongoing risk that the Group will be impacted by changes in legal and regulatory requirements or increased poli tical scrutiny resulting in signi ficant policy changes, particularly in the broader gambling and prize draw industries. An example includes the recently announced changes to the regulation of trade promotions in Australia under the Interactive Gambling Act 2021 (Cth) as well as the uncertainty in relation to the application of Value Added Tax (VAT) to prize draw entries in the United Kingdom . There is a risk that legal and regulatory changes require changes to the Group's current operating model, processes and systems which may result in increased compliance costs and/or decreased revenues. To manage our legal and regulatory compliance risk , we continually monitor changes in each of the jurisdictions in which we operate and analyse and assess the impact of any such changes on our business to ensure that we remain in compliance with our obligations. We maintain professional relationships with regulators and proactively engage with them where required. Our proactive monitoring of the regulatory environment includes understanding the priorities of key regulators noting the continued focus on cost of living and greenwashing by the Australian Securities and Investments Commission ( ASIC) and the Australian Competition and Consumer Commission (ACCC) as well as regulation of prize draws in the UK. We also continue to monitor developments within privacy regulation both in Australia and overseas and note the increased focus from regulators on the introduction and use of artificial intelligence within businesses, particularly on its impact on the security of both personal and corporate information. Artificial Intelligence (AI) Risk The Group recognises that the artificial intelligence space is evolving rapidly with additional functionality and adoption continually increasing. This presents a number of risks and opportunities to the Group including: - Innovation – opportunity to use AI tools to drive innovation, develop new functionality and enhance customer and clien t experience; - Competitive advantage – risk that AI tools reduce technical barriers to entry as they enable users to mimic our proprietary technology pla tforms and service delivery model including at lower cost; - Operational transformation – opportunity to transform our operations and reso urcing to automate routine tasks and reduce our cost base, whilst managing the impact on business know-how, expertise and work place culture; - Governance – ensuring the responsible and lawful use of AI to protect our intellectual property, technology systems and d ata. Environmental and Sustainability Risk Our sustainability journey continues to evolve led by our Sustainability Council which oversees our strategy and alignment to the broader Group strategy , supported by a dedicated team that implements our key initiatives. We are cognisant of the upcoming AASB 1 and AASB 2 Climate- related disclosures reporting obligation within our annual financial reporting framework and have engaged external providers to ensure we are prepared to report in line with those obligations. The Board and Executive have also undergone training in relation to the upcoming climate related risk reporting requirements. To read more about our Risk Management Framework, please see the Corporate Governance Statement available on the Company’s website at https://www.jumbointeractive.com/corporate -governance/. 40 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 41 DIRECTORS
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 16. Impacts of legislation and other external requirements We operate under a wide range of Australian and international legislative requirements. This year, our attention has been sha ped by several key developments, including: Australia Gambling regulation: • In May 2026, the Australian Government released an exposure draft of the Interactive Gambling Amendment (Gambling Reform) Bill 2026, its legislative response to the Win Some, Lose More report published by the House Standing Committee on Social Policy and Legal Affairs in 2023. Among other measures, the Exposure Draft proposes new restrictions on trade promotion lotteries, by narrowing the definition of a legitimate trade promotion lottery to exclude arrangements with certain characteristics, such as where a membership fee grants entry into a lottery or prize draw and that fee is not paid solely for the provider's own goods or services. We expect the impact on Jumbo's business to be limited , and we will continue to monitor this legislation as it progresses through Parliament . Modern Slavery and Sustainability Reporting • On 16 July 2026, the Australian Government publicly announced its policy intention to strengthen the Modern Slavery Act 2018 (Cth) to introduce a new criminal offence for failure to prevent modern slavery for entities with more than $100 million revenue, a 'reasonable steps’ defence for companies with compliant due diligence frameworks and civil monetary penalties for failing to submit Modern Slavery Statements (or providing false or misleading information in such statements). The government is currently conducting stakeholder consultation and preparing a n exposure draft Bill which is expected to be released for public review before the legislation is formally introduced to Parliament. • AASB S2 is the mandatory standard requiring companies to report climate -related financial disclosures in a de dicated Sustainability Report within their annual financial statements covering governance of climate -related risks and opportunities, scenario analy sis of the impact of climate risks, risk management processes and specified metrics (scope 1 and 2 emissions in the first year of reporting and scope 3 emissions in year 2) and climate targets. Jumbo is a Group 2 entity which is required to report for the financial year commencing 1 July 2026. Consumer Protection and Marketing In April 2026, the Australian Government introduced the Competition and Consumer Amendment (Unfair Trading Practices) Bill 2026, designed to amend the existing Australian Consumer Law in three key ways : (1) by introducing a new prohibition on ‘unfair trading practices’; (2) by strengthening consumer protections against ‘drip pricing’; and (3) by introducing consumer protections against detrimental subscription practices. While we do not anticipate signi ficant impact to our business because of the Bill, we shall continue to monitor the Bill and any subsequent amendments as it follows the Parliamentary process. Financial and Taxation – Payday Superannuation • The Australian government's payday super reforms introduced via changes to the Superannuation Guarantee Charge Amendment Act 2025 (Cth) and the Treasury Laws Amendment (Payday Superannuation) Act 2025 (Cth) commenced on 1 July 2026. The changes require employers to pay their employees’ superannuation guarantee at the same time as their salary and wages and contributions need to arrive in the employees’ superannuation fun d within 7 business days of the employee's payday. Previous ly employers had 28 days after the end of each quarter for money to be received in an employee's superannuation account. • If any employer fails to pay contributions in full and on time, they are liable to pay an updated superannuation guarantee charge (incorporating additional charges, general interest charge and late payment penal ties). • Jumbo has updated its internal processes to ensure it complies with the revised timeframes and other requirements introduced by the Payday Superannuation reforms. Artificial Intelligence (AI) On 15 July 2026, the Australian Government announced a centrali sed national framework (AI in Australia's Interests ) to consolidate economic, social, security, and environmental considerations surrounding artificial intelligence under a newly created Office of AI within the Department of the Prime Minister and Cabinet. Operating alongside existing guidance — such as the Voluntary AI Safety Standard— the framework will introduce streamlined planning pathways for net -energy-generating data centers as well as mandatory operational standards for major AI providers. The speech also noted that the regulation would maintain existing copyright protections for content creators while establishing clearer compliance expectations for businesses developing, deploying, or procuring AI solutions across Australia. The proposed AI framework is currently undergoing preliminary stakeholder engagement, with National Cabinet agreement to be sought in August 2026. Formal draft legislation is scheduled for introduction to Parliament in early 2027, accompanied by sep arate progression of a Digital Duty of Care Act and a planned 12 -month transition period following enactment . United Kingdom Gambling regulation: • The Voluntary Code of Good Practice for Prize Draw Operators was introduced with an implementation date of 20 May 2026. Dream UK was a founding signatory and has made changes to its business practices to comply with the Voluntary Code. • The prize draw industry has created its first industry trade body, the Prize Competitions Council, which will represent the interests of the industry to DCMS and regulators, and promote voluntary self -regulation. Jumbo UK joined as a member and has been elected to serve on the Board of the Prize Competitions Council for a 2-year term. • DCMS consulted on proposed changes to Gambling Commission licence fees. This consultation has now closed and the outcome is that a 25% increase will apply to ELM licence holders (i.e. Gatherwell and StarVale), however society lottery licence holders (i.e. our GC- licensed clients) fees have been frozen. • On 26 June 2026, the Gambling Commission issued an invitation to the industry to submit proposals to address the burden associated with gambling regulation. We are reviewing the Gambling Commission’s administrative and regulatory requirements to assess what proposals should be put forward to the Gambling Commission. The window to submit proposals will close on 25 September 2026. Consumer Protection and Marketing: • The regulation of subscription B2C contracts under the Digital Markets, Competition and Consumers Act 2024 ( DMCCA) is expected to come into force in Spring 2027. • The new DMCCA subscription contracts regime includes requirements, such as providing specific pre -contract information (including information on hidden or rolling fees), reminder notices in case of free/discounted trials, regular reminders before a fixed contract automatically renews, and a consumer -friendly cancellation process. • Regulated gambling products are exempt from the DMCCA subscription contracts regime, therefore Gatherwell and StarVale will be unaffected by the new requirements , but it will apply to DCG. The DMCCA regime is designed to increase transparency and make exiting subscriptions simple including by requiring businesses to provide: • consumers with clear and prominent information in relation to auto -renewals, total recurring costs, payme nt frequency, minimum contract period and cancellation options; and • mandatory reminder notices to warn consumers before a free or introductory offer transitions to new pricing or a further contractual term and cooling off periods ; • straightforward termination processes , channel alignment between sign up and cancellation and confirmation of cancellations/refunds. Privacy and Data protection The Data (Use and Access) Act 2025 (DUAA) came into effect in June 2025 and is being implemented in phases. The DUAA does not replace the existing UK data protection regime under the UK GDPR and the Data Protection Act 2018 but aims to cut red tape, clarify grey areas, and heavily increase fines for unlawful direct marketing (previously the fines for breach of direct electronic marketing rules were limited to £500,000 but now align to the UK GDPR United States of America Privacy and Data Protection The USA has no single, comprehensive federal privacy law, separate legislation covers specific areas such as the Children's Online Privacy Protection Act (COPPA) for children's online data and electronic communications through the E lectronic Communications Privacy Act (ECPA) and The Controlling the Assault of Non -Solicited Pornography and Marketing Act (CAN -SPAM). In addition, section 5 of the Federal Trade Commission Act ( FTC) prohibits unfair or deceptive acts or practices in or affecting commerce, a provision which has been used to build a comprehensive, case by case common law of privacy and data security. FTC enforcement action impacts and informs data privacy and security processes . On 23 June 2025 amendments to the COPPA cam e into effect including requiring separate, opt-in verifiable parental consent before disclosing a child's personal information to third parties for targeted advertising or similar purposes and expanding the definition of "personal information” to include biometric identifiers . A compliance deadline of 22 April 2026 applied to these changes. DG's entry mechanics specifically screen out under -13 entrants to ensure it is not knowingly collecting information from children under age 13. 42 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 43 DIRECTORS
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview Further amendments to the COPPA were passed by the Senate in March 2026 (COPPA 2) but have not been signed into law . This would broaden the coverage of COPPA from children under 13 to minors under 17 , restrict targeted advertising to minors and mandate stricter data deletion rights . As of June 2026, 23 states have enacted their own comprehensive privacy laws to address the fragmented federal appr oach. Application of these State based laws to DG depends on the level of customer data held from the relevant State and /or revenue thresholds (or a combination thereof). Employment Whilst the FTC's nationwide ban on non -compete clauses in employment agreements did not take effect, Florida enacted the CHOICE Act which came into effect 1 July 2025 that strengthens enforceability of non-compete and garden leave provisions for high earners. Canada Privacy and Data Protection In June 2026 the Canadian government tabled Bill C-36(Protecting Privacy and Consumer Data Act ) including proposed reforms in the following areas: • Enforcement: restructuring of private sector enforcement and granting powers to issue administrative penalties of up to CAD$10 million or 3% of global revenue (5% for serious violations); • Automated Decision Making (ADM): requiring organisations using AI or automated logic affe cting individuals to disclose plain-language explanations of prediction/recommendation parameters on request; • Operational Exceptions: Introducing explicit grounds allowing collection and use of personal data without express consent for defined operation or business activities subject to strict Privacy Impact Assessments and proportionality tests; • Disposal, De-identification and Anonymisation formalises rights to permanent deletion or anonymisation of personal data and reinforces safeguards for de-identified personal data. Developments regarding this proposed legislation will be monitored closely as it progresses through Parliament. Marketing and Promotional Activity Of indirect relevance to Stride as it provides marketing and promotional consulting services, the federal Competition Bureau issued updated compliance guidance under section 74.06 of the Competition Act including ensuring that contest rules explicitly state the number, regional allocation and approximate market value of prizes, odds of winning and p urchase requirement. The Bureau also reiterated the requirement to maintain a bona fide no-purchase mechanism and skill testing question. Employment Job Advertisements: For business hiring remotely or in Ontario and British Columbia, public job postings are required to include expected compensation or a pay range and, disclose whether AI is used in the recruitment process . 17. Indemnifying officers and auditors The Company’s Constitution provides that: • the Company will indemnify , to the extent permitted by law : (i) any current or former Director or Officer of the Company against liability incurred by the person as an Officer to another person (except the Company or a related body corporate) ; and (ii) any current or former Officer or Auditor against liability for costs and expenses incurred by the person in defending civil or criminal proceedings, provided the person is acquitted, judgement is given in their favour , or the Court grants them relief , • the Company may pay or agree to pay, at the discretion of the Directors, a premium in respect of a contract insuring current or former Officers against liability incurred as an Officer, except for a liability arising out of conduct involving a wilful breach of duty in relation to the Company or a contravention of sections 182 and 183 of the Corporations Act 2001 (Cth). During the financial year, the Company paid premiums in respect of a contract insuring Directors, Secretaries and Executive Officers of the Company and its controlled entities against a liability incurred as Director, Secretary or executive officer to the extent permitted by the Corporations Act 2001. The contract of insurance prohibits disclosure of the nature of the liability and the amount of the premium. To the extent permitted by law and professional regulations , the Company has agreed to indemnify its auditors, Ernst & Young, as part of its audit engagement agreeme nt against claims by third parties arising from the audit. No payment has been made to indemnify, and no insurance paid on behalf of , Ernst & Young during or since the end of the financial year. 18. Non-audit services During the financial year, there were no non-audit services provided by Ernst & Young . 19. CEO and CFO declaration The Chief Executive Officer (CEO ) and Chief Financial Officer ( CFO) have provided a written declaration to the Board in accordance with section 295A of the Corporations Act 2001 . With regard to the financial records and systems of risk management and internal compliance in this written declaration, the Board received assurance from the CEO and CFO that the declaration was founded on a sound system of risk management and internal control, and that the system was operating effectively in all material respects in relation to the reporting of financial risks. 20. Proceedings against the Company No person has applied to the Court under section 237 of the Corporations Act 2001 for leave to bring proceedings on behalf of the Company, or to intervene in any proceedings to which the Company is a party, for the purpose of taking responsibility on beha lf of the Company for all or part of those proceedings. No proceedings have been brought or intervened in on behalf of the Company with leave of the Court under section 237 of the Corporations Act 2001. 21. Rounding of amounts The Company satisfies the requirements of ASIC Corporations (Rounding in Financial/Directors ’ Reports) Instrument 2026/183 issued by the Australian Securities and Investments Commission in relation to rounding of amounts in the Directors’ Report and the financial statements to the nearest thousand dollars. Amounts have been rounded off in the Directors’ Report and financial statements in accordance with that Legislative Instrument. 22. Auditor’s Independence Declaration A copy of the Auditor’s Independence Declaration, as required under section 307C of the Corporations Act 2001, is set out on page 74. Susan M Forrester Mike Veverka Chair of the Board Managing Director, Chief Executive Officer and Founder 27 August 2026 44 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 45 DIRECTORS
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy OverviewOperating and Financial Review 23. Overview We are a diversified, technology -enabled lottery and prize draw company operating across Australia, the United Kingdom, and North America. Our B2B SaaS platforms and Managed Services power government and charity lottery programs - helping raise funds for good causes. On the B2C side, our brands – Oz Lotteries, Dream UK, and Dream US - connect millions of customers to life - changing prizes. The Lottery Retailing segment continues to be the largest contributor to Group revenue and profits. FY26 was characterised by a subdued jackpot environment that was unfavourable compared to the pcp. As a result, Lottery Retailing Total Transaction Value (TTV) declined by 8.2%, while revenue decreased by 4.2%. While the financial results remain subject to the volatility of jackpots in the short term, over the long term, lotteries have delivered consistent growth and have proven to be highly resilient to economic downturns and cycles. In addition, digital penetration has steadily increased over time and Jumbo remains well placed to capitalise on this trend. At FY26, online ticket sales of lottery tickets accounted for 46.6% of overall Australian lottery sales (FY24: 44.3%; FY25: 45.7%). SaaS segment TTV increased 15.1%, with external revenue up 12.3%. Similar to the Lottery Retailing segment, Lotterywest TTV declined by 2.1% which was impacted by the subdued jackpot environment. Excluding Lotterywest, the SaaS segment performed strongly with TTV and revenue growth of 18.6% and 20.1% respectively. The Managed Services segment includes Jumbo’s subsidiaries in the UK and Canada. In aggregate, Managed Services segment TTV and revenue were up 3.0% and 6.4% respectively. In October 2025, Jumbo acquired Dream UK and Dream US. The performance of these businesses has been presented in a separate ‘Dream Giveaways’ segment in Jumbo’s FY26 disclosures. The FY26 result reflects an 8½ month contribution from D ream UK and an 8 month contribution from Dream US. In aggregate, this segment contributed $ 120.7 million and $49.8 million in TTV and revenue respectively. The financial position of the Group is sound with strong liquidity. As at 30 June 2026, the Group had general cash reserves of $48,076,000. Excluding customer funds of $12,126,000, the available cash to the Group was $35,950,000. Including the undrawn debt facilities of $41,430,000, the Group had access to $77,380,000 of available cash and undrawn debt. We continue to invest in the three main pillars that support the ongoing growth of the Group as follows: • $34,799,000 (FY25: $27,231,000) invested in employees who provide software development , marketing, customer support and management; • $35,103,000 (FY25: $13,166,000) invested in marketing activities primarily to acquire new and retain existing customers; and • $7,126,000 (FY25: $6,370,000) invested in the proprietary software platform (intangible assets). 24. Result highlights (statutory and underlying operations) To enhance comparability between FY26 and FY25 and to provide more insight into the underlying performance of the Group, equivalent financial information has also been included . Underlying earnings is the primary reporting measure used by management and the Group ’s chief operating decision maker (the Chief Executive Officer) for the purposes of monitoring and managing the financial performance of the business. Statutory earnings are adjusted by significant non -recurring items to derive underlying earnings. These significant items include: Add/(deduct) significant items 2026 $’000 2025 $’000 Variance % Merger & Acquisition activity costs 1 3,291 409 704.6 Employee payments2 162 424 (61.8) Deferred Revenue fair value adjustment 3 3,799 - 100.0 Other4 1,430 (1,250) 214.4 Add/(deduct) significant items (pre -tax) 8,682 (417) 2,182.0 Tax benefit/ (expense) (1,819) 183 (1,094.0) Add/(deduct) significant items (post- tax) 6,863 (234) 3,032.9 1 Principally reflect due diligence costs (consultants & legal) associated with the acquisition of Dream UK and Dream US. 2 Reflects redundancy payments in Australia (FY25 and FY26) and Canada (FY25), due to operating model changes. 3 Partial non-cash acquisition accounting adjustment under AASB3, relating to the fair value of D ream US deferred revenue at acquisition. This related to draws that commenced prior to acquisition and were completed during FY26. 4 Other includes: i) Costs relating to the integration of new acquisitions (FY26); ii) $0.9m service fee reconciliation adjustment in relation to historical periods taken up in FY26; iii) $38k of costs relating to the closure of the Fiji office in FY26; iv) Legal fees in relation to the Brightstar subcontract in FY26; v) Following the finalisation of the StarVale earnout, $83 4k (£425k) of contingent consideration (held in escrow) was released (FY25); vi) A $0.3M expense accrual recognised in Stride in FY25 and reversed in FY26; vii) The de-recognition of a customer liability balance of $1,516k as the obligation expired during FY25; and viii) Fluctuations in the foreign exchange rates resulted in net foreign exchange losses of $0.3m and $1.1m on intercompany loans and accounts denominated in foreign currencies (FY26 and FY25 respectively). The key financial metrics are detailed below: Statutory Underlying 2026 $’000 2025 $’000 Variance % 2026 $’000 2025 $’000 Variance % TTV1 1,125,782 996,132 13.0 1,129,581 996,132 13.4 Revenue 193,568 145,292 33.2 197,367 145,292 35.8 EBITDA1 76,542 68,691 11.4 85,224 68,274 24.8 EBIT1 55,360 55,501 (0.3) 64,042 55,084 16.3 NPAT 1 34,574 40,175 (13.9) 41,437 39,941 3.7 NPATA1, 2 43,701 42,538 2.7 50,564 42,304 19.5 EPS (cps) 54.8 64.2 (14.6) 65.7 63.8 3.0 EPSA (cps)2 69.3 67.9 2.1 80.2 67.6 18.6 Revenue Margin (%) 17.2% 14.6% 2.6ppt 17.5% 14.6% 2.9ppt EBITDA Margin (%) 39.5% 47.3% (7.8ppt) 43.2% 47.0% (3.8ppt) EBIT Margin (%) 28.6% 38.2% (9.6ppt) 32.4% 37.9% (5.5ppt) 1 The following measures: TTV, underlying EBITDA, underlying EBIT, underlying NPAT, and NPATA are not defined under International Financial Reporting Standards (IFRS) and are, therefore, termed "non -IFRS" measures and are not subject to audit procedures. 2 NPATA/EPSA is NPAT/EPS before tax-effect amortisation expenses in respect of intangible assets acquired through a Business Combination. Major items • Lottery Retailing – the number of jackpots is an important driver of TTV. FY26 continued to reflect subdued jackpot conditions. • Lottery Retailing marketing costs have increased as a result of planned strategic changes in the marketing playbook (implemented in early 2H25) . • Acquisitions – during FY26 the Company acquired Dream UK and Dream US. These businesses contributed to the Group’s financial performance (8.5 months for Dream UK and 8 months for Dream US) . 46 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 47 OPERATING
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 25. Consolidated results of operations The Group’s financial performance is summarised below. 2026 $’000 2025 $’000 Variance % TTV – Total 1,125,782 996,132 13.0 TTV – Company 419,764 457,181 (8.2) TTV - Third party 706,018 538,951 31.0 Revenue1 193,568 145,292 33.2 Cost of sales (26,599) (23,109) 15.1 Gross profit 166,969 122,183 36.7 Other income 7,176 1,724 316.2 Operating expenses (97,603) (55,216) 76.8 EBITDA 76,542 68,691 11.4 Depreciation and amortisation (9,727) (10,129) (4.0) EBITA 66,815 58,562 14.1 Amortisation of acquired intangible assets (11,455) (3,061) 274.2 EBIT 55,360 55,501 (0.3) Net interest revenue (4,720) 1,793 (363.2) NPBT 50,640 57,294 (11.6) Income tax expense (16,066) (17,119) (6.2) NPAT 34,574 40,175 (13.9) Amortisation of acquired intangible assets after tax 9,127 2,363 286.2 NPATA 43,701 42,538 2.7 Cash at bank 48,076 79,886 (39.8) Net assets 133,715 121,698 9.9 Net tangible assets (93,172) 52,686 (276.8) Share price at year end ($) 6.50 9.80 (33.7) Dividend declared (cps) 27.0 54.5 (50.5) Total shareholder return (%) (30.9%) (40.2%) 9.3ppt Shares on issue (million) 63.4 62.4 1.6 Market capitalisation ($ million) 411.8 611.0 (32.6) Return on capital employed 2 25.9% 33.0% (7.1ppt) 1 Revenue is reported on a net inflow basis when we are acting as an agent such as with the sale of lottery tickets. The gross amount received for the sale of goods and rendering of services is referred to as TTV – Company. 2 NPAT/Closing equity. 26. Review of operations Lottery Retailing The Lottery Retailing segment operates as Oz Lotteries (www.ozlotteries.com website) and primarily sells tickets in: • the National draw lottery games in all Australian states and territories (excluding QLD and WA) and in certain overseas jurisdictions, under the Reseller Agreements with TLC which run until 25 August 2030; • Charity lottery games in Australia under agreements with Australian licenced registered charities ; • Proprietary products such as Splash for Good and the Daily Winners loyalty program ; and • Sales of national draw lottery tickets in WA are conducted under our SaaS arrangement with Lotterywest and reflected in our SaaS segment. The key segment financial metrics are: 2026 $’000 2025 $’000 Variance % TTV – Total Lottery Retailing 419,764 457,181 (8.2) TTV - Lotteries 400,773 442,256 (9.4) TTV – Charity and Other 18,991 14,925 27.2 Revenue 103,489 108,047 (4.2) Gross profit 54,315 55,023 (1.3) Other income 12 2,011 (99.4) Operating expenses (22,095) (19,640) 12.5 EBITDA 32,232 37,394 (13.8) Revenue / TTV 24.7% 23.6% 1.1ppt Gross profit / Revenue 52.5% 50.9% 1.6ppt Opex / Revenue 21.4% 18.2% 3.2ppt EBITDA / Revenue 31.1% 34.6% (3.5ppt) The number of large jackpots (Division 1 prize pool ≥ $30 million) is an important driver of TTV. The large jackpot trend over the last three financial years is summarised below: OzLotto / Powerball (Division 1 ≥ $30 million) 2026 2025 2024 Number of jackpots 23 31 32 Average Division 1 jackpot $41,739,000 $49,355,000 $60,313,000 Peak Division 1 jackpot $80,000,000 $100,000,000 $200,000,000 Aggregate Division 1 jackpots $960,000,000 $1,530,000,000 $1,930,000,000 During FY26, there were 23 large jackpots (31 in the pcp). Due to a lower number of jackpots compared to FY25, the total Division 1 prize pool declined 37.3% to $1.0 billion ($1.5 billion in pcp). Additionally, there were no jackpots greater than or equal to $100 million in FY26 (4 in the pcp). Despite the softer jackpots, player engagement remain ed strong, supported by changes to the marketing playbook implemented in 2H25 . Charity and Other Lottery Retailing TTV saw strong growth despite the less favourable run of jackpots with an increase of 27.2% to $18,991,000. The key drivers were growth in our Charity partners ’ programs (new charities launched during the year) and proprietary products. The underlying business remains robust as evidenced by the profile of TTV over time. The TTV resulting from jackpots <$30 million demonstrate the resilience of the business over time while the sales resulting from jackpots ≥ $30 million show the boost from large jackpots. OZ Lotteries Rolling 12-month TTV1 ($M) 1 Excludes contribution from Western Australia customers transitioned to SaaS (effective 21 December 2020) . Revenue decreased by 4.2%, mainly reflecting lower TTV from the less favourable jackpot profile partially offset by a higher revenue margin due to product mix. 48 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 49 OPERATING
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview Operating expenses increased 12.5%, reflecting the higher investment in marketing costs to attract and retain players. Marketing costs were equivalent to 3.3 % of TTV (FY25: 2.6%). The Group invests extensively in online marketing to grow and activate the customer database that transacts via its website (www.ozlotteries.com) and associated mobile apps (iOS & Android). All marketing costs were fully expensed through the profit and loss. The following key performance indicators ( KPIs) are used to track the effectiveness of online marketing campaigns: • CPL: Cost per Lead (new online accounts) is defined as the total cost to acquire these new accounts divided by the number of new accounts in a given period. New accounts may potentially become active customers after the account has been established. • Number of Active Online Customers is defined as customers who have purchased a ticket over the last 12 -month period. • Average spend per active online customer is defined as the total spent by active online customers divided by the number of active online customers in a given period. The following table summarises the Marketing KPIs: Customer activity 2026 2025 Number of new online accounts 144,202 191,665 Cost per lead (CPL) $58.15 $38.81 Number of active online customers / players 735,851 857,686 Average spend per active online customer / player $570 $533 Software-as-a-Service (SaaS) The SaaS segment licences the Jumbo lottery software platform , Jumbo Lottery Platform (JLP) to several customers, including to the Lottery Retailing segment ( ozlotteries.com), and develops, improves and maintains the Jumbo proprietary platform. In addition, where we act as a licensor of our software platform, the gross amount of third -party lottery ticket sales transacted through our software platform is advised as third -party Total Transaction Value ( TTV –– ‘Third-party’). Revenue is generated mainly as a percentage of TTV. Software licence fees range between ~3 % and ~12.0% of TTV. An intersegment fee of 7.5% of relevant ticket sales is charged to the Lottery Retailing segment as: • JLP has been developed for this internal customer over many years at a significant investment compared to other customers who receive an adapted version of JLP at a lower development cost ; and • the internal customer has a significantly higher usage of other services such as data analytics and martech tooling. The level of this fee falls within the arm ’s length upper/lower interquartile range based on international benchmarking undertaken by an independent third party in October 2021. The key segment financial metrics are: 2026 $’000 2025 $’000 Variance % TTV - external 288,799 250,958 15.1 Revenue 42,531 44,246 (3.9) - external 11,821 10,522 12.3 - internal 30,710 33,724 (8.9) Gross profit 42,169 43,930 (4.0) Operating expenses (15,789) (13,666) 15.5 Other income / (loss) 300 (96) 412.5 EBITDA 26,680 30,168 (11.6) Revenue / TTV - external 4.1% 4.2% (0.1ppt) Gross profit / Revenue 99.1% 99.3% (0.2ppt) Opex / Revenue 37.1% 30.9% 6.2ppt EBITDA / Revenue 62.7% 68.2% (5.5ppt) External TTV through the JLP increased 15.1% while external revenue increased 12.3%, reflecting a change in client mix as Lottery west represented a smaller share . Excluding Lotterywest, which was impacted by the less favourable run of jackpots, TTV and revenue were up 18.6% and 20.1% respectively. Other (Corporate) The Corporate segment includes costs in respect of the Directors, CEO, CFO, corporate advertising, promotion and marketing, corporate investment costs, finance, tax, audit, risk, governance, strategic project costs and share -based payments. Operating expenses increased by 54.2% to $8.8 million (2025: $5.7 million), primarily reflecting $3.3 million of one -off costs associated with merger and acquisition due diligence costs undertaken during the period (FY25: $0.4M). Excluding these one-off items, underlying corporate operating expenses increased by 3.9%, reflecting continued cost discipline. 2026 $’000 2025 $’000 Variance % Operating expenses (8,788) (5,698) 54.2 (8,788) (5,698) 54.2 Australia Australia reflects the aggregate performance of the Lottery Retailing, SaaS and Corporate segments. 2026 $’000 2025 $’000 Variance % TTV - third party 708,562 708,139 0.1 Revenue 115,310 118,569 (2.7) Gross profit 96,484 98,953 (2.5) Operating expenses (46,672) (39,004) 19.7 Other income (18) 1,700 (101.1) EBITDA 49,794 61,649 (19.2) Revenue / TTV 16.3% 16.7% (0.4ppt) Gross profit / Revenue 83.7% 83.5% 0.2ppt Opex / Revenue 40.5% 32.9% 7.6ppt EBITDA / Revenue 43.2% 52.0% (8.8ppt) Operating expenses increased by 19.7%, with the largest contributor being consultancy and legal costs, which increased by 369.6% to $3,508,000 (FY25: $747,000) reflecting a significant increase in costs relating to the acquisition of Dream Giveaways entitie s. FY26 employee costs increased by 15.3% predominantly due to a higher staff headcount of 138 in FY26 (FY25: 131) and wage inflation. Managed Services The Managed Services segment provides our lottery management platform and lottery management services including prize procurement, lottery game design, campaign marketing, and customer relationship and draw management. This segment reflects the contribution of: • Gatherwell Ltd (Gatherwell ) and StarVale Group of companies ( StarVale) as External Lottery Managers ( ELM) in the UK; and • Stride Management Corp. ( Stride) as an ELM for charity lotteries in Canada . 50 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 51 OPERATING
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview The key segment financial metrics are: 2026 $’000 2025 $’000 Variance % TTV 296,526 287,993 3.0 Revenue 28,435 26,723 6.4 Gross profit 24,777 23,230 6.7 Operating expenses (16,108) (16,212) (0.6) Other income 42 24 75.0 EBITDA 8,711 7,042 23.7 Revenue / TTV 9.6% 9.3% 0.3ppt Gross profit / Revenue 87.1% 86.9% 0.2ppt Opex / Revenue 56.6% 60.7% (4.1ppt) EBITDA / Revenue 30.6% 26.4% 4.2ppt United Kingdom The UK operates as an ELM and provides lottery management services to over 14,000 causes and over 40 medium to large charities. The UK business delivered a solid performance, underpinned by modest revenue growth and disciplined cost management despite higher than expected prize payouts (21 jackpots in FY26 relative to a 5 -year average of around 14). Canada The Stride business in Canada operates as a n ELM and project manager and provides services, including lottery operations, ticket fulfilment and marketing, to charity lotteries. Stride’s earnings were significantly above the pcp driven by new business wins, product investment, favourable campaign timing and disciplined cost management. 2026 $’000 2025 $’000 Variance % TTV 203,471 193,239 5.3 Revenue 19,460 18,465 5.4 Gross profit 17,927 17,171 4.4 Operating expenses (12,364) (12,063) 2.5 Other income 35 21 66.7 EBITDA 5,598 5,129 9.1 Revenue / TTV 9.6% 9.6% - Gross profit / Revenue 92.1% 93.0% (0.9ppt) Opex / Revenue 63.5% 65.3% (1.8ppt) EBITDA / Revenue 28.8% 27.8% 1.0ppt 2026 $’000 2025 $’000 Variance % TTV 93,055 94,754 (1.8) Revenue 8,975 8,258 8.7 Gross profit 6,850 6,059 13.1 Operating expenses (3,744) (4,149) (9.8) Other income 7 3 133.3 EBITDA 3,113 1,913 62.7 Revenue / TTV 9.6% 8.7% 0.9ppt Gross profit / Revenue 76.3% 73.4% 2.9ppt Opex / Revenue 41.7% 50.2% (8.5ppt) EBITDA / Revenue 34.7% 23.2% 11.5ppt Dream Giveaways The Group’s Dream Giveaways segment operates consumer prize draw promotions delivered to customers ( B2C), providing access to prize competitions in the United Kingdom (Dream UK) and the United States of America (Dream US). United Kingdom Dream UK is a B2C brand and digital market business in the UK prize draw market, where customers can participate to win prizes, such as cars, cash, property and lifestyle products. The FY26 performance includes a n 8½ -month contribution since the completion of the acquisition. United States of America Dream US is a B2C business that develops and manages promotional campaigns centred around desirable prizes, primarily in the automotive sector. The FY26 performance includes a n 8-month contribution since the completion of the acquisition. 2026 $’000 2025 $’000 Variance % TTV 120,694 - n/a Revenue 49,823 - n/a Gross profit 45,708 - n/a Operating expenses (34,823) - n/a Other income 7,152 - n/a EBITDA 18,037 - n/a Revenue / TTV 41.3% n/a n/a Gross profit / Revenue 91.7% n/a n/a Opex / Revenue 69.9% n/a n/a EBITDA / Revenue 36.2% n/a n/a 2026 $’000 2025 $’000 Variance % TTV 101,374 - n/a Revenue 35,145 - n/a Gross profit 32,355 - n/a Operating expenses (24,253) - n/a Other income 5,999 - n/a EBITDA 14,101 - n/a Revenue / TTV 34.7% n/a n/a Gross profit / Revenue 92.1% n/a n/a Opex / Revenue 69.0% n/a n/a EBITDA / Revenue 40.1% n/a n/a 2026 $’000 2025 $’000 Variance % TTV 19,320 - n/a Revenue 14,678 - n/a Gross profit 13,353 - n/a Operating expenses (10,570) - n/a Other income 1,153 - n/a EBITDA 3,936 - n/a Revenue / TTV 76.0% n/a n/a Gross profit / Revenue 91.0% n/a n/a Opex / Revenue 72.0% n/a n/a EBITDA / Revenue 26.8% n/a n/a 52 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 53 OPERATING
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Remuneration Report Contents 28. Key Management Personnel 58 29. Remuneration Framework 58 30. New Executive Remuneration Framework for FY2026 59 31. FY2026 Executive remuneration 61 32. FY2026 Executive remuneration outcomes 64 33. Total Executive remuneration and benefits 66 34. Non-Executive Director remuneration 67 35. Remuneration governance 68 36. Other disclosures 69 Remuneration Report for FY2026 The Directors present the Jumbo Interactive Limited Remuneration Report for Key Management Personnel ( KMP) for the year ended 30 June 2026. This report outlines key aspects of our remuneration policy and framework, remuneration awarded this financial year ( FY26) and demonstrates the strong alignment between executive remuneration practices and the Group’s performance outcomes. This report forms part of the Directors’ Report and sets out the remuneration arrangements of the Group for the year ended 30 June 2026 and at the date of the report and is prepared in accordance with Section 300A of the Corporations Act 2001. The information h as been audited as required by Section 308(3C) of the Corporations Act 2001. Our businesses OverviewStrategyDirectors reportFinancial report Operating and financial review Remuneration report Reconciliation of statutory EBITDA 2026 $’000 2025 $’000 Lottery Retailing EBITDA 32,232 37,394 SaaS EBITDA 26,680 30,168 Managed Services EBITDA 8,711 7,042 Dream Giveaways EBITDA 18,037 - Other (Corporate) (8,788) (5,698) Other (losses)/ gains (Corporate) (330) (215) Group EBITDA 76,542 68,691 27. Financial position The net assets of the Group have increased by $ 12,017,000 from 30 June 2025 to $133,715,000 at 30 June 2026. The Group’s working capital, being current assets less current liabilities, has decreased from $50,637,000 in 2025 to $528,000 in 2026. Non-current assets increased by $158,469,000 to $250,599,000 due mainly to the increase in Intangible assets following the acquisition of the Dream Giveaways entities. The Directors believe the Group is in a solid financial position to expand and grow its current operations. Significant changes in the state of affairs of the Group for the financial year were as follows: Decrease in cash of $30,669,000 (before foreign exchange differences of $ 1,141,000 loss) resulting from: 30 June 2026 $’000 Cash provided by operating activities 51,071 Cash matured from short-term deposits 162 Payment of lease liabilities in financing activities (1,336) Proceeds of bank borrowings (net) 84,705 Payments for share buy-back (436) Cash paid to purchase Dream Giveaways businesses (130,454) Dividends paid (26,617) Cash used in other investing activities (see Statement of Cash Flows for details) (7,764) Increase in non-current assets of $158,469,000 resulting largely from: $’000 Investment in website development costs net of amortisation and foreign exchange movement 1,151 Goodwill additions from business combinations and foreign exchange movement 58,782 Customer contracts movement and additions from business combinations net of amortisation 71,448 Software movement and additions from business combinations net of amortisation 4,474 Trademarks movement and additions from business combinations net of amortisation 22,071 Changes in other non-current assets – see Statement of Financial Position 543 Increase in non-current liabilities of $96,343,000 resulting from: $’000 Borrowings 78,570 Deferred tax liabilities 16,204 Changes in other non-current liabilities – see Statement of Financial Position 1,569 Jumbo Interactive 2026 Annual Report 55 54 Jumbo Interactive 2026 Annual Report DRAFT OPERATING
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview Message from the Chair of the People and Culture Committee Dear Shareholders, On behalf of the People and Culture Committee ( PCC), I am pleased to present the Group’s Remuneration Report for the 2026 financial year. This report provides a comprehensive overview of our Remuneration Framework and its alignment with our business strateg y as we continue to execute on our global growth ambitions. International expansion – UK and US acquisitions FY26 marked a defining year in Jumbo’s international growth strategy, with the completion of acquisitions in both the United Kingdom and the United States. These transactions represent a material step in Jumbo’s ambition to diversify its revenue base and e stablish a scalable global platform beyond Australian lottery operations. Integration activity progressed throughout the year, with a focus on strengthening alignment across leadership, workforce pra ctices and operational ways of working. The PCC has been closely engaged in ensuring that people and culture considerations, includ ing leadership capability, retention of key talent and cultural integration, are managed effectively as these businesses are brought into th e Group. Workforce planning and succession practices have been reviewed in the context of our expanded international footprint, with p articular attention to reducing key person dependency and building the organisational depth needed to support sustainable performan ce across regions. While it is early in the integration journey, the foundations established in FY26 position Jumbo well to extract str ategic and financial value from these acquisitions in the years ahead. Workplace Health, Safety and Wellbeing The safety, health and wellbeing of our people remain central to Jumbo’s culture and operational success. The PCC holds Board -level oversight responsibility for the Group’s approach to workplace health and safety, and the Committee is satisfied that manage ment continues to invest appropriately in this area as the business grows and its workforce becomes increasingly global. In FY26, Jumbo continued to embed its Safety and Wellbeing Framework, with particular focus on psychosocial hazard management , leadership accountability and WHS governance across all regions. This included employee education initiatives, risk reviews, and ongoing development of the Speak Up program, which provides employees with a secure and trusted channel for raising concerns or repor ting misconduct. During the year, PwC conducted an independent audit of Jumbo's WHS framework, providing the Board with ass urance over the robustness of our systems, governance structures and compliance obligations. Jumbo’s approach to conduct and ethics was reinforced through training aligned to the Code of Conduct and Respect@Work obligations. As Jumbo expands internationally, maintaining consistent governance, behavioural standards and accountable leade rship across a growing and geographically dispersed workforce will remain a priority for the Committee. People, Culture and Organisational Capability Jumbo continued to invest in its people and organisational capability in FY26, with a particular focus on building the leader ship depth and technical expertise required to support our expanding global operations and the integration of acquired businesses. Our Level Up and Next Level leadership development programs continued to build capability across emerging and experienced leaders, with sk ills development focused on stakeholder influence, strategic thinking and cross -functional collaboration. Talent acquisition activity prioritised attracting high -quality capability across technology, digital marketing and growth functions, the disciplines most critical to Jumbo’s evolving operating model. Jumbo has been recognised as an Excellence Awarded for Employer of Choice (100-999 Employees) through the Australian HR Awards 2026, reflecting sustained investment in employee experience, inclusive culture and leadership effectiveness. Remuneration Framework Review Following a comprehensive review of our executive remuneration framework in FY25, the revised framework was implemented from FY26. The review, supported by external remuneration consultants, included a benchmarking of Executive Key Management Personnel ( KMP) and Non-Executive Director roles, an assessment of market trends and emerging stakeholder expectations, and a review of leading governance practices. The revised framework strengthens the link between long -term value creation and reward outcomes, enhances transparency, and reinforces pay-for performance alignment. Fixed remuneration for KMP was set with reference to market benchmarks, with the short -term incentive (STI) opportunity for each executive being equal in value to 50% of total fixed remuneration ( TFR). Further detail on the framework is available on page 59. FY26 Short Term Incentive The FY26 STI framework was designed to reward delivery against key performance measures across two strategic pillars: growth (75% weighting) and sustainability (25% weighting). The growth component focused on expanding Jumbo’s business beyond core Australian lottery operations. Measures included prote cting and growing Oz Lotteries ( OZL) market share, growing non -TLC revenue, increasing active players across the Group, and delivery of Underlying NPATA growth. OZL market share for the period fell below the threshold, and active player growth similarly did not meet the threshold required. Both outcomes were materially affected by a prolonged low jackpot environment during FY26. Large jackpots are the primary driv er of lottery participation - when jackpots are suppressed, overall ticket volumes decline across the market, fewer new players are drawn in, and competition for a smaller pool of active players intensifies. These are market conditions outside management’s control, and the Board considered this context carefully when assessing pe rformance against these measures. Non-TLC revenue and Underlying NPATA growth both achieved 100% of their respective targets. These results reflect meaningful progress in Jumbo’s strategic transition toward a more diversified, international revenue base, supported by continued investment in t echnology across the business. The sustainability component measured performance across three measures: gender balance across the Group, women in technology representation, and high potential ( HiPo) voluntary attrition. Jumbo achieved 100% on all three sustainability measures. Reflecting aggregate performance, 65% of the maximum STI opportunity was achieved. After application of the Underlying NPATA sliding scale, STI payments for KMP reflect the Board’s assessment that meaningful growth was delivered in key strategic areas while acknowledging that not all growt h targets were met. STI payments will be delivered 67% in cash and 33% in performance rights, consistent with the framework design. Looking Forward to FY27 In FY27, the PCC will remain focused on ensuring that remuneration structures and people strategies directly support Jumbo’s strategic priorities: completing and extracting value from the UK and US acquisitions, continuing to grow and diversify revenue, an d strengthening the organisational capability required to compete and scale globally. In the next three years, with the integration of our recent acquisitions in the UK and US and the renewal of our reseller agr eement with The Lottery Corporation (TLC), is a critical time for the Company and a time in which stability and continuity within the management team is of great importance. While the Board had previously undertaken a thorough review of our remuneration framework, in particula r the LTI, with the goal of enhancing alignment by providing challenging but achievable targets for management, it is apparent that the LTI is not due to vest for 3 years and there is a low probability that our on foot LTIs will vest in the interim period, notwithstanding record financial performance. The primary reasons for non -vesting and low prospective vesting have been in relation to structural rather than operational issues including a step up in fees paid to TLC, lower ticket sales as a result of abnormally lower jack pots in recent years, market uncertainty regarding the renewal of the TLC agreement, and the amortisation of recently acquired intangibles following our U S/UK acquisitions which will create a drag on statutory EPS. These are events beyond management’s reas onable control or mitigation Accordingly, in order to retain our key management, the Board has approved a one -off grant of rights and/or premium priced options (at the election of the individual) that will only vest if the executive has not resigned or been terminated for cause prior to 3 0 June 2030. This retention focused equity incentive is designed to ensure that the value of the award ultimately recognised is aligned to shareh older experience, while providing a strong incentive to remain with the company during this critical period. The Committee will continue to review STI and LTI performance measures to ensure they remain appropriately stretching and ali gned with shareholder value creation, and will continue to monitor workforce health, leadership effectiveness and culture outcomes across all regions. I look forward to presenting this remuneration report to you at the Jumbo Annual General Meeting to be held on 6 November 202 6. Sharon A Christensen Chair of People and Culture Committee Jumbo Interactive 2026 Annual Report 57 56 Jumbo Interactive 2026 Annual Report REMUNERATION OPERATING
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 28. Key Management Personnel This report outlines the remuneration arrangements in place for KMP of the Group in FY2026, which comprises all Non -Executive Directors and Senior Executives who have authority and responsibility for planning, directing and controlling the activities of th e Group. The Non-Executive Directors and Executives that were the KMP of the Group during the financial year are identified as follows: KMP Position Term as KMP Non-Executive Directors Susan Forrester Independent Non-Executive Director and Chair of Board of Directors Full year Sharon Christensen Independent Non-Executive Director Full year Giovanni Rizzo Independent Non-Executive Director Full year Michael Malone Independent Non-Executive Director Full year Executive KMP Mike Veverka Managing Director, CEO and Founder Full year Xavier Bergade Chief Technology Officer Full year Brad Board Chief Operating Officer Full year Abby Perry Chief People Officer Full year Jatin Khosla Chief Financial Officer Full year 29. Remuneration Framework Jumbo Interactive's remuneration framework is designed to support the delivery of our strategic priorities. Remuneration is s tructured to attract, retain and motivate high -calibre executives in a competitive and increasingly global market, while aligning t heir interests with those of our shareholders through a meaningful at -risk component. Our executive incentive structure is deliberately balanced, with short- term and long-term incentives, reflecting our commitment to rewarding the achievement of near -term business objectives alongside the creation of long -term, sustainable shareholder value . We regularly review our framework to ensure it remains fit for purpose as our business and the markets in which we operate conti nue to evolve. The framework is guided by four overarching principles, illustrated below. These principles are supported by the detailed rem uneration practices outlined in the following section. Jumbo Interactive Annual Report 2026 59 30. New Executive Remuneration Framework for FY2026 Following a comprehensive review of our executive remuneration approach, the Board approved a refreshed Remuneration Framework to apply from FY26 to FY28. The revised framework is designed to strengthen alignment between executive outcomes and shareholder value creation, reflect evolving market expectations, and embed greater clarity, consistency, and discipline across all reward components. The framework has been developed in line with Jumbo’s established remuneration principles, which include: • Alignment with shareholder interests through meaningful equity ownership • Performance linkage that differentiates reward outcomes based on results • Simplicity and transparency in design and disclosure • Support for long-term value creation • Attraction and retention of high-calibre talent in a competitive market It also reflects feedback received from proxy advisors, institutional investors, and other stakeholders regarding the importance of consistent performance measures, extended holding periods, and equity-based incentives that promote ownership and accountability. Taken together, the revised framework provides a balanced, market-aligned remuneration structure that supports Jumbo’s strategic priorities, rewards long-term performance, and meets contemporary standards of governance and investor expectations. 30.1 Key elements Short-Term Incentive (STI): Balancing Accountability with Strategic Delivery Supports principles of performance, simplicity, alignment, and transparency As part of the FY26–FY28 remuneration framework, the structure of the Short-Term Incentive (STI) has been refined to better balance the need to reward annual performance while reinforcing long-term accountability and shareholder alignment. Previously, STI outcomes were delivered 50% in cash and 50% in performance rights. From FY26, the weighting has been adjusted to 67% cash and 33% performance rights. This change responds to feedback from internal and external stakeholders and is designed to: • Increase the immediacy and perceived value of the incentive, improving line-of-sight and motivation • Provide a more appropriate balance between near-term reward and long-term equity exposure • Enhance the attractiveness and competitiveness of the reward offering in a tight talent market • Recognise that some KMP have not received material fixed pay increases in recent years and the CPO and CFO currently remain below their target market positioning Performance rights continue to be a critical component of the STI and are subject to a 12-month service condition, followed by a 12- month escrow period (or longer if MSR has not yet been achieved). This ensures executives remain connected to Jumbo’s performance beyond the initial performance year and reinforces shareholder alignment through equity retention. Long-Term Incentive (LTI): Flexible, Performance-Oriented, and Aligned Supports principles of long-term value creation, performance, alignment, and retention From FY26, the LTI structure has evolved from a 100% performance rights model to a more flexible and performance-leveraged design that allows executives to tailor their LTI mix. This flexibility allows individuals to select the instrument mix that best aligns with their individual risk profile and personal circumstances. Participants may now elect to receive their LTI award as a combination of performance rights and premium-priced options, in 25% increments, subject to Board approval. This means that LTI awards can range from 100% performance rights to a blended mix including up to 100% premium-priced options, based on role-specific needs and individual risk preferences. The options carry a 30% premium to the 5-day VWAP at allocation date, meaning they only deliver value if Jumbo’s share price appreciates materially and sustainably above grant levels - thereby directly aligning executives with absolute shareholder value 58 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 59 REMUNERATION
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 60 Jumbo Interactive Annual Report 2026 creation. The introduction of premium-priced options adds a performance-geared element to the LTI, amplifying reward only in scenarios of significant outperformance, while preserving downside risk for underperformance. Key benefits of the revised LTI structure include: • Enhanced alignment with shareholder interests through meaningful equity exposure and a focus on absolute value creation • Improved flexibility to tailor the incentive to individual roles, supporting differentiated executive risk appetites • Stronger pay-for-performance leverage, with options providing no value unless share price hurdles are exceeded • Capital efficiency, with options generally requiring fewer accounting and equity dilution impacts than performance rights for the same potential reward • Better market competitiveness, in line with evolving practice across high-performing ASX-listed companies Regardless of the mix, all LTI awards are subject to the same performance hurdles, promoting fairness and simplicity in plan administration and evaluation: • Relative Total Shareholder Return (rTSR) – 25% weighting, measured against the S&P/ASX Small Ordinaries Index • Underlying EPS Compound Annual Growth Rate (CAGR) – 75% weighting, over a 3-year performance period Following the 3-year performance period, vested rights or options may be exercised during a 3-year exercise window, further reinforcing the long-term nature of the reward and executive ownership. The Board believes this LTI design reflects a contemporary and disciplined approach to equity-based incentives - rewarding executives only when they deliver exceptional, sustained value for shareholders, while supporting the retention and motivation of key leadership talent. Minimum Shareholding Requirements (MSR): Reinforcing Long-Term Alignment Supports principles of alignment, shareholder value creation, and transparency To further embed alignment between executives and shareholders, the Board has revised Minimum Shareholding Requirements (MSR) for all Executive KMP and Non-Executive Directors (NEDs). These requirements are designed to ensure that participants maintain a meaningful equity interest in the company and are exposed to the long-term performance of Jumbo. As part of this review, the MSR for Executive KMP excluding the CEO and NEDs was reduced from 100% to 50% of TFR to reflect market practice and ensure the requirement remains achievable across varying levels of equity exposure. To preserve the integrity of the alignment, and in recognition of this adjustment, any STI rights that vest will remain subject to a holding lock until the MSR threshold is met. MSR achievement will be assessed annually each July. Only shares held count toward MSR compliance. 30.2 Framework components The Remuneration Framework is designed to support the Group’s strategic priorities by aligning the Group’s short and long-term objectives with shareholder and business objectives. This is achieved through a combination of fixed remuneration and short and long- term incentives aligned to Group strategy and based on key performance areas affecting the Group’s financial results and company values. This framework overview details how the Remuneration Framework is applied to Executive KMP. Component Alignment to Performance Alignment to Strategy Total Fixed Remuneration (TFR) Comprising base salary, and statutory superannuation. − Considered in the context of the total remuneration package payable to an Executive to ensure that the entire remuneration package is fair and competitive. − Reviewed annually with remuneration changes effective from 1 July. Set with reference to the Executive’s knowledge, experience and skills, the magnitude of the responsibilities and complexities associated with the role. Aims to ensure that remuneration is competitive and aligned with relevant benchmark comparisons. Short-Term Incentive (STI) Plan At risk component set at 50% of TFR awarded in a mix of cash and performance rights. − Performance targets comprising of: – Financial and Operational objectives − Awarded as 67% Cash and 33% Equity deferred in performance rights. Performance incentive is directed to achieving Board approved targets, reflective of market circumstances. Jumbo Interactive Annual Report 2026 61 Long-Term Incentive (LTI) Plan At risk component set as at 50% of TFR granted in the form of performance rights and premium priced options annually. − Performance targets are set annually and comprise of: – Total Shareholder Returns (25%) – Earnings Per Share (75%) − Awarded as 100% Equity deferred in performance rights or premium options based on individual Executive KMP selection. Equity is held for three years from grant date. Executive rewards linked to shareholder value accretion by providing appropriate equity incentives tied to measures of shareholder value creation. 30.3 Remuneration mix A key feature of the FY26–FY28 remuneration approach is a consistent and transparent mix of remuneration components for all Executive KMP. From FY26, TRO is split as 50% TFR, 25% STI and 25% LTI. This structure ensures that 50% of executive remuneration is “at risk”, contingent on the delivery of performance outcomes aligned with shareholder interests over short- and long-term horizons. The LTI component, in particular, encourages executives to focus on sustainable growth and value creation, with options delivering benefit only in cases of material share price outperformance. The chart below illustrates this Total Remuneration Opportunity (TRO) split across fixed and at-risk components for FY26. 30.4 Benchmarking methodology To ensure Jumbo’s executive remuneration remains competitive and fit-for-purpose, Godfrey Remuneration Group (GRG) conducted a comprehensive benchmarking review in FY25. This review formed the basis for updated remuneration levels from FY26, consistent with Jumbo’s broader remuneration strategy and stakeholder expectations. GRG’s approach benchmarked Jumbo’s executive roles against a Market Capitalisation Comparator Group (MCAP) comprising 20 ASX- listed companies, the majority of which are ASX300 constituents, balanced between those with larger and smaller market capitalisations than Jumbo at the time of the review. Companies were selected from the Industrial & Services sectors, with a strong correlation to Jumbo’s operational scale and complexity. At the time of benchmarking, Jumbo’s market capitalisation (~$864 million) was positioned around the median of the comparator group, which supports the validity and relevance of the selected peer set. The use of MCAP as the primary basis for comparator selection reflects best practice in executive benchmarking, as it correlates most closely with the scope and complexity of executive roles. This methodology ensures that Jumbo’s remuneration settings are responsive to market conditions, aligned with shareholder expectations, and structured to attract and retain high-calibre leadership talent. 60 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 61 REMUNERATION
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 62 Jumbo Interactive Annual Report 2026 31. FY2026 Executive remuneration 31.1 Fixed remuneration The fixed remuneration of Executive KMP consists of cash salary and statutory superannuation contributions. 2026 Duration of service agreement Fixed remuneration as at end of FY20261 Mike Veverka No fixed duration $820,000 Xavier Bergade No fixed duration $450,000 Brad Board No fixed duration $450,000 Jatin Khosla No fixed duration $385,200 Abby Perry No fixed duration $353,100 1 Fixed remuneration includes base salary plus superannuation at 12%. 31.2 Short term incentive Purpose Executive KMP participate in the annual STI plan, under which a proportion of their remuneration is placed at risk. The STI rewards the achievement of performance measures set by the Board at the start of each financial year, linked to objectives and strategy for that year. Performance period 1 July 2025 to 30 June 2026 STI opportunity 50% of Total Fixed Remuneration Performance measures Performance against the STI scorecard is assessed by the PCC based on the Group’s annual audited results and financial statements and other data provided to the PCC and a recommendation is provided to the Board. Growth (75%) Weight Sustainability (25%) Weight Underlying NPATA 20% Gender diversity 10% Increase of active players 10% Women in Technology 5% Non-TLC Revenue Growth 20% Voluntary employee attrition 10% Protect and Grow OZL Market Share 25% Deferral Deferred rights convert into shares after a 12-month qualifying service period post-performance period the rights relate to. Where an executive has not met their MSR, vested STI equity will be subject to a holding restriction until such time as the MSR is satisfied. Performance gate A gateway applies to the total STI award, such that individual Executive KMP must achieve a satisfactory performance evaluation outcome before any STI can be awarded. Forfeiture and Termination In the event of resignation or dismissal for cause or significant underperformance prior to payment of the STI, an Executive KMP is not eligible for any STI award for the performance period. Unless the Board determines otherwise as a ‘good leaver’, e.g., retirement due to injury, disability, death or redundancy, an Executive KMP who ceases employment on or after 1 July 2025 up to 30 June 2026 may be eligible for a pro-rata STI award calculated up to the last day of their employment. 31.3 Long term incentive Purpose The LTI plan is designed to align the interests of Executive KMP with those of shareholders, focusing executives on the delivery of sustainable long -term value and rewarding sustained outperformance. Performance period 1 July 2025 to 30 June 2028 LTI opportunity 50% of Total Fixed Remuneration Instrument Rights and/or options are exercisable into shares three years after grant and achievement of the performance hurdles. Equity grants will be awarded annually. Performance will be tested on the vesting date, and the equity is at risk until vesting. Vested rights and options can be exercised dur ing 3-year window from the vesting date. Vesting conditions Total Shareholder Return (25%) - Relative to the component companies within the Comparator Group share price measure based on the 20-trading day VWAP after release of the Financial Year end financial results (excluding the release date). - The Comparator Group is the S&P / ASX Small Ordinaries Index (ASX: AXKOA) with no companies/sectors excluded. - Vesting as follows: <50th percentile Target - 0% vesting; 50th percentile Target - 50% vesting; >50th <75th percentiles between Target and Stretch - straight line vesting; and >=75th percentile Stretch - 100% vesting. Underlying Earnings per Share Growth (75%) - Underlying Earnings Per Share Growth – three-year compound annual growth rate over a three -year performance period. - Vesting as follows: <6% Hurdle – 0% vesting; 6% Hurdle – 25% vesting; >6% <8% between Hurdle and Target – straight line vesting; 8% Target – 50% vesting; >8% <12% between Target and Stretch – straight line vesting; and >=12% Stretch – 100% vesting; Forfeiture and Termination Rights and/or options will lapse if the vesting conditions are not met. Rights and/or options will be forfeited on cessation of employment unless the Board determines otherwise as a ‘good leaver’, e.g., retirement due to injury, disability, death or redund ancy. Malus and Clawback In the event of a material misstatement in the Group’s financial statements or an act by employee which constitutes a breach of core compliance policies or failure to act lawfully, the PCC can recommend to the Board the cancellation or deferral of performa nce-based remuneration and may also claw back performance-based remuneration paid in previous financial years. Board discretion Subject to applicable laws, ASX listing requirements and any other regulatory obligations, the Board may exercise its absolute discretion, in circumstances where the Board considers it to be in the best interests of the Company. 62 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 63 REMUNERATION
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 32. FY2026 Executive remuneration outcomes 32.1 Company performance We aim to align our executive remuneration to our strategic and business objectives and the creation of shareholder value. Th e graphs below show measures of the Group’s financial performance over the past five years as required by the Corporations Act 2001 . However, these are not necessarily consistent with the measures used in determining the variable amounts of remuneration to be awarded to Executive KMP (see 32.2 below). As a consequence, there may not always be a direct correlation between the statutory key performance measures and the variable component awarded. 32.2 Short term incentive outcomes The Group's performance in FY26 reflected 19.5% underlying NPATA growth, driven by the contribution of acquisitions completed during the year, notwithstanding a continued subdued jackpot environment. This growth supported the achievement of growth -related STI measures. All sustainability targets were successfully achieved in FY26. In recognition of overall performance against the STI measures, the Board approved STI payments equivalent to 65% of the maximum opportunity for KMP. Sixty -seven percent (67%) of the achieved incentive is payable in cash with the remaining portion (33%) payable in the form of restricted rights. FY26 includes the full expense of the cash portion of incentive and half of the expense in relation to the rights -based portion of incentive, which was calculated based on the estimated fair value of the rights at 30 June 2026 and pro-rated over the rights vesting period. The FY26 performance against key measures and the impact on variable remuneration are outlined below. Metric Target Weighting Performance Achievement of Target STI26 Growth (75%) Underlying NPATA (3% to 10% and above increase) 20% 100% Increase of active players 10% 0% Non-TLC Revenue Growth These revenues include: - Acquisition revenue (SPA signed within the performance period) - Charity reseller - New games - Loyalty program revenue - SaaS service fees - Managed service fees 20% 100% Protect and Grow OZL Market Share 25% 0% Sustainability (25%) Gender diversity 10% 100% Women in Technology 5% 100% Voluntary employee attrition 10% 100% STI Outcomes 2026 2025 2024 2023 2022 STI (% of Target) 65.0 41.5 78.5 40.5 80 32.2.1 Board discretion The Board confirms that no discretion was applied in the determination of the STI outcomes for FY26, with all awards based st rictly on the predefined performance metrics. 32.2.2 Awards granted and forfeited in FY26 The table below shows for each Executive KMP, how much of their STI26 was awarded and how much was forfeited. 2026 Total Opportunity $ Awarded % Forfeited % Mike Veverka 410,000 65% 35% Xavier Bergade 225,000 65% 35% Brad Board 225,000 65% 35% Jatin Khosla 192,600 65% 35% Abby Perry 176,550 65% 35% 32.2.3 Deferred short term incentive component 33% of any STI for Executive KMP will be awarded in performance rights to ordinary shares with the number of rights based on the 10-day VWAP period up to 30 June of each year. The rights will vest and convert into shares after a 12 -month time based qualifying period provided the Executive remains employed by the Group at the vesting date, unless otherwise determined by the Board. The PCC has recommended the grant of 13,265 FY26 STI rights to CEO subject to shareholder approval at the 2026 AGM and 25,501 FY 26 STI rights to KMP subject to Director approval at a Board meeting on the 2026 AGM date. 64 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 65 REMUNERATION
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 32.3 Long term incentive outcomes The table below shows for each Executive KMP, the value of rights and options that were granted in FY26 as part of their TRO. 2026 Total granted $ Mike Veverka 410,000 Xavier Bergade 225,000 Brad Board 225,000 Jatin Khosla 192,600 Abby Perry 176,550 In FY26, Executive KMP received an annual grant of rights and/or premium options to a dollar value equivalent to 50% of the T FR, with the number of equity instruments granted determined as follows: • the number of LTI Options is determined by dividing the award dollar value allocated to the options by the fair value on the allocation date as calculated by an independent valuation. The fair values of LTI Options on allocation date have been assess ed as $1.857 for those subject to the TSR performance condition and $1.860 for those subject to the EPS performance condition. • the number of LTI rights subject to the TSR performance condition is determined by dividing the award dollar value allocated to the TSR rights by the fair value on the allocation date as calculated by an independent valuation. The fair values of LTI rig hts – TSR on allocation date have been assessed as $6.178. • the number of LTI rights subject to the ESP performance condition is determined by dividing the award dollar value allocated to the ESP rights by the 5-day VWAP of Company shares from the release date of the 2025 Financial Year end audited financial results. The rights and options are exercisable into shares three years after grant and achievement of performance hurdles, and provided the Executive remains employed by the Group at the vesting date, unless otherwise determined by the Board. The value of LTI rights and options that were awarded or granted relating to the financial period ended 30 June 2026 are as f ollows: 2026 Grant date Vesting date Grant date fair value LTI rights FY2026 – TSR hurdle 11 November 2025 22 September 20281 $6.701 LTI rights FY2026 – EPS hurdle 11 November 2025 22 September 20281 $8.436 LTI options FY2026 – TSR hurdle 11 November 2025 22 September 20281 $1.865 LTI options FY2026 – EPS hurdle 11 November 2025 22 September 20281 $2.585 1 20 trading days after the expected release of the 2028 Financial Year end audited financial results. 33. Total Executive remuneration and benefits 2026 Short term employee benefits Post- employme nt benefits Long term benefits Termin ation benefits $ Equity- settled share- based payments Total $ Proportion of remunerati on that is performan ce based % Cash salary, fees $ Annual leave2 $ Cash bonus $ Non- monetary benefits $ Super- annuation $ Long service leave 2$ Options and Rights 1 $ Mike Veverka 781,633 72,867 178,555 - 38,367 22,316 - 310,677 1,404,415 34.8 Jatin Khosla 355,200 (7,342) 83,877 - 30,000 8,179 - 112,882 582,796 33.8 Xavier Bergade 420,000 17,443 97,988 - 30,000 4,061 - 160,490 729,982 35.4 Brad Board 420,000 (10,252) 97,988 - 30,000 7,524 - 160,490 705,750 36.6 Abby Perry 323,100 (670) 76,888 - 30,000 9,242 - 91,278 529,838 31.7 Total Executive remuneration 2,299,933 72,046 535,296 - 158,367 51,322 - 835,817 3,952,781 34.7 1 includes share-based payments over the remaining term on those rights exercised, if any, during the financial year recognised in accordance with AASB2 – Share-based payments. 2 annual and long-service leave benefits are calculated as movement in respective provision balances year on year. 2025 Short term employee benefits Post- employme nt benefits Long term benefits Termination benefits $ Equity- settled share- based payments Total $ Proportio n of remunera tion that is performa nce based % Cash salary, fees $ Annual leave2 $ Cash bonus $ Non- monetary benefits $ Super- annuation $ Long service leave 2$ Options and Rights 1 $ Mike Veverka 770,598 54,207 83,000 - 29,402 46,153 - 170,506 1,153,866 22.0 Jatin Khosla 330,000 (1,518) 24,900 - 30,000 9,769 - 49,052 442,203 16.7 Xavier Bergade 411,862 1,909 41,500 - 38,138 7,535 - 75,771 576,715 20.3 Brad Board 411,862 19,821 41,500 - 38,138 7,326 - 75,771 594,418 19.7 Abby Perry 300,000 144 22,825 - 30,000 13,311 - 44,959 411,239 16.5 Total Executive remuneration 2,224,322 74,563 213,725 - 165,678 84,094 - 416,059 3,178,441 19.8 1 includes share-based payments over the remaining term on those rights exercised, if any, during the financial year recognised in accordance with AASB2 – Share-based payments. 2 annual and long-service leave benefits are calculated as movement in respective provision balances year on year. 34. Non-Executive Director remuneration The Company is committed to ensuring that the composition of the Board includes Directors who possess an appropriate mix of s kills, experience, expertise, and diversity to enable the Board to support the Group to deliver on outcomes aligned with our strate gic priorities. Our strong corporate governance framework underpins the Board’s strategic objectives and commitment to shareholders and the community. The size and composition of the Board is determined in accordance with the Company’s Constitution and any applicable laws and regulations and comprises five members, including the CEO, Chairperson and three independent, Non -Executive Directors. In addition , the Board has extensive access to members of senior management who regularly attend Board meetings. Management makes presentations and engages in discussions with Directors, answer questions and provide input and perspective on their areas of responsibility. The CFO attends all Board meetings as an invitee. 34.1 Non-Executive Director fees The maximum annual aggregate directors’ fee pool limit is $1,000,000 and was approved by shareholders at the Annual General M eeting on 10 November 2022. Non-Executive Directors receive a Director fee and fees for chairing or participating on Board committees per the table below. Th e fees are inclusive of superannuation. They do not receive performance -based pay or retirement allowances. Board and Committee fees (per annum) 2026 2025 Chair of the Board $223,650 $223,650 Non-Executive Directors $131,250 $131,250 Committee Chair (Audit and Risk) $15,000 $15,000 Committee Chair (People and Culture) $15,000 $15,000 Committee Member (Audit and Risk) $10,000 $10,000 Committee Member (People and Culture) $10,000 $10,000 In addition to Board and Committee fees, non-executive Directors are reimbursed for travel and other expenses reasonably incurred when attending meetings of the Board or conducting the business of the Group. A minimum shareholding requirement ( MSR) applies to non-executive Directors comprising holding fully paid ordinary shares in the Company to the value of 100% of annual board fees wi thin five years of falling under the Remuneration Framework or appointment. 66 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 67 REMUNERATION
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 34.2 Total Non-Executive remuneration and benefits 2026 Short term employee benefits Post- employm ent benefits Long term benefits Long service leave $ Termination benefits $ Equity- settled share-based payments Total $ Proportion of remuneratio n that is performanc e based % Cash salary, fees and annual leave $ Cash bonus $ Non- monetary benefits $ Super- annuation $ Options and Rights $ Susan Forrester 243,650 - - - - - - 243,650 - Sharon Christensen 156,250 - - - - - - 156,250 - Giovanni Rizzo 150,645 - - 5,605 - - - 156,250 - Michael Malone 126,118 - - 15,132 - - - 141,250 - Total Non- Executive remuneration 676,663 - - 20,737 - - - 697,400 - . 2025 Short term employee benefits Post- employm ent benefits Long term benefits Long service leave $ Termination benefits $ Equity- settled share-based payments Total $ Proportion of remunerat ion that is performanc e based % Cash salary, fees and annual leave $ Cash bonus $ Non- monetary benefits $ Super- annuation $ Options and Rights $ Susan Forrester 243,650 - - - - - - 243,650 - Sharon Christensen 156,250 - - - - - - 156,250 - Giovanni Rizzo 140,135 - - 16,115 - - - 156,250 - Michael Malone1 96,403 - - 11,086 - - - 107,489 - Total Non- Executive remuneration 636,438 - - 27,201 - - - 663,639 - 1Appointed on 26 September 2024 and remuneration for FY25 is calculated on pro -rata basis from the annual total remuneration of $141,250. 35. Remuneration governance The Remuneration Framework is managed by the People and Culture Committee ( PCC) on behalf of the Board. The PCC oversees the remuneration and governance framework to ensure remuneration practices are aligned with strategic objectives consistent with remuneration principles and shareholder expectations. 35.1 Board of Jumbo Interactive Limited The Board is chaired by Susan Forrester. The Board established the PCC, which recommends to the Board a fair and responsible company-wide remuneration policy that promotes the creation of value in a sustainable manner. 35.2 People and Culture Committee The PCC consists of three Non -Executive Directors and is chaired by Sharon Christensen. In addition to the PCC members, PCC meetings are also attended by the CEO, CPO, NED (Michael Malone), the Company Secretary and Corporate Affairs Counsel to the CEO, on an invitation only basis. The objectives of the Committee are to assist the Board in discharging its corporate governance responsibilities to exercise due care and diligence in relation to: • Making recommendations to the Board on the setting and evaluation of key performance areas for Directors and member s of the Executive Leadership Team ( ELT); • Making recommendations to the Board on the setting of succession plans for Directors and ELT; • Making recommendations to the Board on the appointment of Directors and ELT; Jumbo Interactive Annual Report 2026 69 • Making recommendations to the Board on the appointment of Directors and ELT; • Making recommendations to the Board on Director and ELT remuneration, in line with Jumbo’s Remuneration Framework; • Ensuring Jumbo’s Remuneration Framework drives appropriate behaviours, reflective of the Jumbo’s Core Values; and • Oversight of the People & Culture policies and strategies, including succession planning, workplace culture and employee engagement. For further details of the composition and responsibilities of the PCC (including a copy of the PCC’s Charter), please refer to the Corporate Governance section on our website (https://www.jumbointeractive.com/wp-content/uploads/2026/03/People-Culture-Committee- Charter-25.03.26.pdf). 35.3 Remuneration benchmarking Executive remuneration is set with reference to the executive’s knowledge, experience and skills, the magnitude of the responsibilities and complexities associated with the role and peer benchmarks. The peer group are comparable companies predominantly within the ASX300. Periodically, the peer group is reviewed and updated, in conjunction with an independent remuneration consultant. The PCC, with advice from an independent, external consultant, conducts a comparative analysis of the executive compensation against reported roles within that identified peer group. 35.4 External and independent advice In FY26, the PCC engaged SW Corporate to assist in finalising the design of the revised executive remuneration framework. This was a discrete, project-based engagement and the PCC has not engaged external remuneration advisors on an ongoing basis during the year. The Board is satisfied that no remuneration recommendations (as defined in the Corporations Act 2001) were provided by SW Corporate, or any other external remuneration advisors during FY2026. 36. Other disclosures 36.1 Executive KMP Service Agreements The employment conditions of Non-Executive Directors are formalised by letters of appointment. Executive KMP employment conditions are formalised in contracts of employment and have no fixed term. The employment contracts stipulate a range of terms and conditions. These contracts do not fix the amount of remuneration increases from year to year, with remuneration levels reviewed generally each year by the PCC. Executive KMP Notice period1 Restraint of trade Mike Veverka 12 months 2 years Jatin Khosla 6 months 2 years Xavier Bergade 6 months 2 years Brad Board 6 months 2 years Abby Perry 6 months 2 years 1 any termination payment (notice and severance) will be subject to compliance with all relevant legislation and will not exceed 12 months of fixed remuneration 36.2 KMP shareholdings 2026 Balance at 1 July 2025 Granted as remuneration during the year Issued on exercise of rights during the year Other changes during the year Balance at 30 June 2026 Directors1 Mike Veverka 8,941,527 - 8,547 8,711 8,958,785 Susan Forrester 38,643 - - - 38,643 Sharon Christensen 11,148 - - - 11,148 Giovanni Rizzo 9,500 - - 1,500 11,000 68 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 69 REMUNERATION
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 70 Jumbo Interactive Annual Report 2026 2026 Balance at 1 July 2025 Granted as remuneration during the year Issued on exercise of rights during the year Other changes during the year Balance at 30 June 2026 Michael Malone 7,500 - - 5,500 13,000 Other key management personnel1 Jatin Khosla 5,588 - 2,564 (1,059) 7,093 Xavier Bergade 101,000 - 4,274 - 105,274 Brad Board 19,700 - 6,432 (3,400) 22,732 Abby Perry 3,874 - 3,713 - 7,587 Total 9,138,480 - 25,530 11,252 9,175,262 1 all NEDs and Executive KMP have achieved the minimum shareholding requirement, with the exception of COO, CPO, CFO, Sharon Christensen, Michael Malone and Giovanni Rizzo. 36.3 KMP share and option plan movements 36.3.1 Rights and options granted in FY26 Details of the terms and conditions of STI and LTI rights and options granted to Executive KMP as compensation during the reporting period are as follows: 2026 No. rights/ options granted No. rights/ options vested Fair value at grant date $ Exercise price $ Amount paid or payable $ Vesting date Date exercisable/ expiry date Directors Mike Veverka LTI options FY2026 – TSR 55,197 - $1.865 $15.457 - 22 Sep 2028 22 Sep 2031 LTI options FY2026 – EPS 165,323 - $2.585 $15.457 - 22 Sep 2028 22 Sep 2031 STI rights FY2025 8,547 (8,547) $9.958 - - 30 Jun 2026 30 Jun 2026 Other key management personnel Xavier Bergade LTI options FY2026 – TSR 30,291 - $1.865 $15.457 - 22 Sep 2028 22 Sep 2031 LTI options FY2026 – EPS 90,726 - $2.585 $15.457 - 22 Sep 2028 22 Sep 2031 STI rights FY2025 4,274 (4,274) $9.958 - - 30 Jun 2026 30 Jun 2026 Brad Board LTI options FY2026 – TSR 30,291 - $1.865 $15.457 - 22 Sep 2028 22 Sep 2031 LTI options FY2026 – EPS 90,726 - $2.585 $15.457 - 22 Sep 2028 22 Sep 2031 STI rights FY2025 4,274 (4,274) $9.958 - - 30 Jun 2026 30 Jun 2026 Jatin Khosla LTI rights FY2026 – TSR 5,845 - $6.701 - - 22 Sep 2028 22 Sep 2031 LTI rights FY2026 – EPS 9,112 - $8.436 - - 22 Sep 2028 22 Sep 2031 LTI options FY2026 – TSR 6,482 - $1.865 $15.457 - 22 Sep 2028 22 Sep 2031 LTI options FY2026 – EPS 19,415 - $2.585 $15.457 - 22 Sep 2028 22 Sep 2031 STI rights FY2025 2,564 (2,564) $9.958 - - 30 Jun 2026 30 Jun 2026 Abby Perry LTI rights FY2026 – TSR 3,572 - $6.701 - - 22 Sep 2028 22 Sep 2031 LTI rights FY2026 – EPS 5,568 - $8.436 - - 22 Sep 2028 22 Sep 2031 LTI options FY2026 – TSR 11,884 - $1.865 $15.457 - 22 Sep 2028 22 Sep 2031 LTI options FY2026 – EPS 35,595 - $2.585 $15.457 - 22 Sep 2028 22 Sep 2031 STI rights FY2025 2,350 (2,350) $9.958 - - 30 Jun 2026 30 Jun 2026 The LTI rights and premium options granted have a three-year term and are exercisable when the vesting conditions have been met. LTI rights are granted for no consideration. LTI options have an exercise price of $15.457, which is based on VWAP of the underlying securities Jumbo Interactive Annual Report 2026 71 during the 5-trading day period from the day after the release of the Company’s FY25 financial results on 26 August 2025 plus a 30% premium. Please see Further Details on Key Components on page 63 for more information. The STI rights FY25 were granted on 11 November 2025 for no consideration, have a one-year service vesting condition ending 30 June 2026. The rights were fully vested and converted into shares on 30 June 2026. The weighted average fair value of rights and options granted during FY26 was $2.91. The value of LTI rights awarded or granted relating to previous financial periods, for which remuneration is reported in the financial period ended 30 June 2026 are as follows: 2026 No. rights granted No. rights vested No. rights lapsed/ forfeited Fair value per right at grant date Exercise price Amount paid or payable Vesting date Date exercisable/ Expiry date Directors Mike Veverka LTI rights FY2023 – TSR 17,467 - (17,467) $5.592 - - 14 Sep 20251 14 Sep 2026 LTI rights FY2023 – EPS 11,645 (4,933) (6,712) $12.535 - - 14 Sep 20251 14 Sep 2026 LTI rights FY2024 – TSR 15,434 - - $4.285 - - 14 Sep 20262 14 Sep 2027 LTI rights FY2024 – EPS 10,289 - - $12.644 - - 14 Sep 20262 14 Sep 2027 LTI rights FY2025 – TSR 17,313 - - $4.710 - - 14 Sep 20273 14 Sep 2028 LTI rights FY2025 – EPS 11,542 - - $10.769 - - 14 Sep 20273 14 Sep 2028 83,690 (4,933) (24,179) Other key management personnel Jatin Khosla LTI rights FY2023 – TSR 1,737 - (1,737) $5.592 - - 14 Sep 20251 14 Sep 2026 LTI rights FY2023 – EPS 1,158 (491) (667) $12.535 - - 14 Sep 20251 14 Sep 2026 LTI rights FY2024 – TSR 4,116 - - $4.285 - - 14 Sep 20262 14 Sep 2027 LTI rights FY2024 – EPS 2,744 - - $12.644 - - 14 Sep 20262 14 Sep 2027 LTI rights FY2025 – TSR 5,194 - - $4.710 - - 14 Sep 20273 14 Sep 2028 LTI rights FY2025 – EPS 3,462 - - $10.769 - - 14 Sep 20273 14 Sep 2028 Xavier Bergade LTI rights FY2023 – TSR 7,642 - (7,642) $5.592 - - 14 Sep 20251 14 Sep 2026 LTI rights FY2023 – EPS 5,095 (2,158) (2,937) $12.535 - - 14 Sep 20251 14 Sep 2026 LTI rights FY2024 – TSR 5,788 - - $4.285 - - 14 Sep 20262 14 Sep 2027 LTI rights FY2024 – EPS 3,858 - - $12.644 - - 14 Sep 20262 14 Sep 2027 LTI rights FY2025 – TSR 8,656 - - $4.710 - - 14 Sep 20273 14 Sep 2028 LTI rights FY2025 – EPS 5,771 - - $10.769 - - 14 Sep 20273 14 Sep 2028 Brad Board LTI rights FY2023 – TSR 7,642 - (7,642) $5.592 - - 14 Sep 20251 14 Sep 2026 LTI rights FY2023 – EPS 5,095 (2,158) (2,937) $12.535 - - 14 Sep 20251 14 Sep 2026 LTI rights FY2024 – TSR 5,788 - - $4.285 - - 14 Sep 20262 14 Sep 2027 LTI rights FY2024 – EPS 3,858 - - $12.644 - - 14 Sep 20262 14 Sep 2027 LTI rights FY2025 – TSR 8,656 - - $4.710 - - 14 Sep 20273 14 Sep 2028 LTI rights FY2025 – EPS 5,771 - - $10.769 - - 14 Sep 20273 14 Sep 2028 Abby Perry LTI rights FY2023 – TSR 4,825 - (4,825) $5.592 - - 14 Sep 20251 14 Sep 2026 LTI rights FY2023 – EPS 3,217 (1,363) (1,854) $12.535 - - 14 Sep 20251 14 Sep 2026 LTI rights FY2024 – TSR 3,859 - - $4.285 - - 14 Sep 20262 14 Sep 2027 LTI rights FY2024 – EPS 2,572 - - $12.644 - - 14 Sep 20262 14 Sep 2027 LTI rights FY2025 – TSR 4,761 - - $4.710 - - 14 Sep 20273 14 Sep 2028 LTI rights FY2025 – EPS 3,174 - - $10.769 - - 14 Sep 20273 14 Sep 2028 114,439 (6,170) (30,241) 1 20 trading days after the expected release of the 2025 Financial Year end financial results. 2 20 trading days after the expected release of the 2026 Financial Year end financial results. 70 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 71 REMUNERATION
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Directors reportFinancial report Operating and financial review Remuneration report Our businesses Strategy Overview 72 Jumbo Interactive Annual Report 2026 3 20 trading days after the expected release of the 2027 Financial Year end financial results. The LTI rights for FY23, FY24 and FY25 were granted for no consideration, have a three-year term, and are exercisable when the vesting conditions have been met. 36.3.2 Equity instruments issued on exercise of rights and options The following equity instruments were issued during the reporting period to Executive KMP and NEDs as a result of rights exercised that had previously been granted as compensation. 2026 Number of shares issued on exercise of rights Number of rights exercised Amount paid per share Amount unpaid per share Directors Mike Veverka - rights 8,547 8,547 - - Other key management personnel Xavier Bergade - rights 4,274 4,274 - - Brad Board - rights 6,462 6,462 - - Jatin Khosla – rights 2,564 2,564 - - Abby Perry - rights 3,713 3,713 - - 36.3.3 Value of rights to Executive KMP Details of rights that were granted and that are exercised during the year to Executive KMP and NEDs as part of their remuneration are as follows: 2026 Value of rights at grant date1 $ Value of rights exercised at exercise date $ Directors Mike Veverka – rights2 85,111 55,556 Other key management personnel Xavier Bergade – rights2 42,560 27,781 Brad Board – rights2,3 69,611 49,771 Jatin Khosla – rights2 25,532 16,666 Abby Perry – rights2,3 40,487 29,123 1 the value of rights granted during the period differs to the expense recognised as part of each Executive KMP's remuneration in because this value is the grant date fair value calculated in accordance with AASB 2 Share-based Payments. 2 STI25 rights, which vested on 30 June 2026 and converted into shares. 3LTI23 EPS rights that vested on 14 September 2025 and exercised on 7 November 2025 by Brad Board and on 11 November 2025 by Abby Perry. Shares and other securities held by Executive KMP include close family members and entities over which the key management person or their close family members have direct or indirect control, joint control or significant influence. Details of rights over ordinary shares of the Company, held indirectly or beneficially by Executive KMP are as follows: Rights and options to deferred shares 2026 Balance at 1 July 2025 Granted as remuneration during the year Exercised during the year Forfeited/ Lapsed Balance at 30 June 2026 Vested at 30 June 2026 Total vested and exercisable at 30 June 2026 Total vested and un- exercisable at 30 June 2026 Total unvested at 30 June 2026 Rights Mike Veverka 83,690 8,547 (8,547) (24,179) 59,511 13,480 4,933 - 54,578 Xavier Bergade 36,810 4,274 (4,274) (10,579) 26,231 6,432 2,158 - 24,073 Brad Board 36,810 4,274 (6,432) (10,579) 24,073 6,432 - - 24,073 Jatin Khosla 18,411 17,521 (2,564) (2,404) 30,964 3,055 491 - 30,473 Abby Perry 22,408 11,490 (3,713) (6,679) 23,506 3,713 - - 23,506 Total rights 198,129 46,106 (25,530) (54,420) 164,285 33,112 7,582 - 156,703 Options Mike Veverka - 220,520 - - 220,520 - - - 220,520 Jumbo Interactive Annual Report 2026 73 2026 Balance at 1 July 2025 Granted as remuneration during the year Exercised during the year Forfeited/ Lapsed Balance at 30 June 2026 Vested at 30 June 2026 Total vested and exercisable at 30 June 2026 Total vested and un- exercisable at 30 June 2026 Total unvested at 30 June 2026 Xavier Bergade - 121,017 - - 121,017 - - - 121,017 Brad Board - 121,017 - - 121,017 - - - 121,017 Jatin Khosla - 25,897 - - 25,897 - - - 25,897 Abby Perry - 47,479 - - 47,479 - - - 47,479 Total options - 535,930 - - 535,930 - - - 535,930 36.4 Related party transactions Transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other parties unless otherwise stated. Related party transactions are outlined in the table below. 2026 $ 2025 $ i. The Group rented an office from Sectant Pty Limited, an entity controlled by Mr. Mike Veverka, the Managing Director, CEO and Founder of the Company: – Office rent paid - 14,921 - Amounts payable at 30 June by the Group to Sectant Pty Limited (incl. GST) - 16,413 ii. Mrs Julie Rosch, the mother of Mr Mike Veverka, the Managing Director, CEO and Founder of the Company, is engaged as a full-time employee within the Group. – Salary and superannuation 89,574 88,085 iii. Mr Xavier Bergade, a relative of Mr Mike Veverka, the Managing Director, CEO and Founder of the Company, is engaged as the Chief Technology Officer (CTO) within the Group: - Salary, superannuation and performance benefits1 729,982 576,715 1 The CTO joined the Group in 2000 and established a familial connection in 2011. As a KMP, a detailed breakdown of the CTO’s benefits, including comparative year disclosures, is provided on page 66 of the Remuneration Report. End of Remuneration Report – audited. 72 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 73 REMUNERATION
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Jumbo Interactive Annual Report 2026 75 Financial Report Contents Consolidated Statement of Profit or Loss and Other Comprehensive Income 76 Consolidated Statement of Financial Position 77 Consolidated Statement of Changes in Equity 78 Consolidated Statement of Cash Flows 79 Notes to the Consolidated Financial Statements 80 RESULTS FOR THE YEAR 82 Note 1. Operating segments 83 Note 2. Revenue 86 Note 3. Other income and expense items 89 Note 4. Income tax 91 Note 5. Earnings per share (EPS) 94 OPERATING ASSETS AND LIABILITIES 95 Note 6. Cash and cash equivalents 95 Note 7. Trade and other receivables 97 Note 8. Inventories 97 Note 9. Property, plant and equipment 98 Note 10. Intangible assets 100 Note 11. Right-of-use assets 108 Note 12. Other non-current assets 109 Note 13. Trade and other payables 109 Note 14. Employee benefits 110 Note 15. Provisions 111 Note 16. Lease liabilities 112 CAPITAL AND FINANCIAL RISK MANAGEMENT 113 Note 17. Capital risk management 113 Note 18. Dividends 114 Note 19. Issued capital 115 Note 20. Reserves 116 Note 21. Borrowings 116 Note 22. Financial risk management 117 GROUP STRUCTURE 123 Note 23. Business combinations 124 Note 24. Interests in subsidiaries 130 Note 25. Parent entity information 132 OTHER INFORMATION 134 Note 26. Interests in associates 134 Note 27. Related party transactions 135 Note 28. Key management personnel disclosures 136 Note 29. Share-based payments 136 Note 30. Remuneration of auditors 140 Note 31. Summary of other significant accounting policy information 140 UNRECOGNISED ITEMS 145 Note 32. Contingencies and commitments 145 Note 33. Events after the reporting period 146 Note 34. Deed of cross guarantee 146 DIRECTORS' DECLARATION 147 INDEPENDENT AUDITOR’S REPORT 148 Directors reportFinancial report Operating and financial review Remuneration report Our businesses OverviewStrategy INDEPENDENT AUDITOR’S DECLARATION [This page has intentionally been left blank for the insertion of the auditor's independence declaration] Ernst & Young 111 Eagle Street Brisbane QLD 4000 Australia GPO Box 7878 Brisbane QLD 4001 Tel: +61 7 3011 3333 Fax: +61 7 3011 3100 ey.com/au Auditor’s independence declaration to the directors of Jumbo Interactive Limited As lead auditor for the audit of the financial report of Jumbo Interactive Limited for the financial year ended 30 June 2026, I declare to the best of my knowledge and belief, there have been: a. No contraventions of the auditor independence requirements of the Corporations Act 2001 in relation to the audit; b. No contraventions of any applicable code of professional conduct in relation to the audit; and c. No non-audit services provided that contravene any applicable code of professional conduct in relation to the audit. This declaration is in respect of Jumbo Interactive Limited and the entities it controlled during the financial year. Ernst & Young Susie Kuo Partner 27 August 2026 Jumbo Interactive 2026 Annual Report 75 74 Jumbo Interactive 2026 Annual Report DRAFT REMUNERATION
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 76 Jumbo Interactive Annual Report 2026 Jumbo Interactive Limited Consolidated Statement of Profit or Loss and Other Comprehensive Income For the year ended 30 June 2026 Consolidated Note 2026 2025 $’000 $’000 Revenue from contracts with customers 2 193,568 145,292 Other income 3 7,367 2,693 Other gains /(losses) 3 (191) (969) Commissions and fees (23,818) (20,972) Employee benefits expense 3 (36,280) (28,356) Advertising and marketing expense (35,103) (13,166) Depreciation and amortisation expense 3 (21,182) (13,190) Technology expense (4,382) (4,206) Consultancy and legal expenses (3,884) (867) Impairment of receivables (12) (82) Other expenses 3 (20,723) (10,676) Profit before income tax and net finance costs 55,360 55,501 Finance income 3 1,551 2,392 Finance costs 3 (6,271) (599) Profit before income tax expense 50,640 57,294 Income tax expense 4 (16,066) (17,119) Profit after income tax expense for the year attributable to the members of Jumbo Interactive Limited 34,574 40,175 Other comprehensive income Items that may be reclassified subsequently to profit or loss Foreign currency translation (loss) / gain (6,416) 6,107 Other comprehensive income for the year, net of tax (6,416) 6,107 Total comprehensive income for the year attributable to the members of Jumbo Interactive Limited 28,158 46,282 Cents Cents Basic earnings per share 5 54.83 64.15 Diluted earnings per share 5 54.65 63.90 The above consolidated statement of profit or loss and other comprehensive income should be read in conjunction with the accompanying notes. Jumbo Interactive Annual Report 2026 77 Jumbo Interactive Limited Consolidated Statement of Financial Position As at 30 June 2026 Consolidated Note 2026 2025 $’000 $’000 Assets Current assets Cash and cash equivalents 6 48,076 79,886 Trade and other receivables 7 8,686 6,936 Inventories 8 16,217 15 Current tax asset 4 2,057 512 Other current assets 256 331 Total current assets 75,292 87,680 Non-current assets Property, plant and equipment 9 3,984 3,470 Intangible assets 10 226,887 69,012 Right-of-use assets 11 13,603 12,023 Other non-current assets 12 6,125 7,625 Total non-current assets 250,599 92,130 Total assets 325,891 179,810 Liabilities Current liabilities Trade and other payables 13 49,093 34,082 Employee benefits 14 1,074 911 Lease liabilities 16 1,516 1,047 Current tax liability 4 661 1,003 Contingent consideration at fair value 23 22,420 - Total current liabilities 74,764 37,043 Non-current liabilities Borrowings 21 78,570 - Employee benefits 14 301 221 Lease liabilities 16 15,092 13,624 Deferred tax 4 22,979 6,775 Provisions 15 470 449 Total non-current liabilities 117,412 21,069 Total liabilities 192,176 58,112 Net assets 133,715 121,698 Equity Issued capital 19 81,082 71,386 Reserves 20 9,269 14,905 Retained profits 43,364 35,407 Total equity 133,715 121,698 The above consolidated statement of financial position should be read in conjunction with the accompanying notes. 76 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 77 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 78 Jumbo Interactive Annual Report 2026 Jumbo Interactive Limited Consolidated Statement of Changes in Equity For the year ended 30 June 2026 Contributed equity Share-based payments reserve Foreign currency translation reserve Financial assets reserve Retained profits Total equity Consolidated 2026 $'000 $'000 $'000 $'000 $'000 $'000 Balance at 1 July 2025 71,386 8,209 8,998 (2,302) 35,407 121,698 Profit after income tax expense for the year - - - - 34,574 34,574 Other comprehensive income for the year, net of tax - - (6,416) - - (6,416) Total comprehensive income for the year - - (6,416) - 34,574 28,158 Transactions with members in their capacity as members: Issue of shares 10,132 - - - - 10,132 Share buy-back (436) - - - - (436) Share-based payments (note 29) - 780 - - - 780 Dividends paid (note 18) - - - - (26,617) (26,617) Balance at 30 June 2026 81,082 8,989 2,582 (2,302) 43,364 133,715 Contributed equity Share-based payments reserve Foreign currency translation reserve Financial assets reserve Retained profits Total equity Consolidated 2025 $'000 $'000 $'000 $'000 $'000 $'000 Balance at 1 July 2024 79,231 7,786 2,891 (2,302) 27,552 115,158 Profit after income tax expense for the year - - - - 40,175 40,175 Other comprehensive income for the year, net of tax - - 6,107 - - 6,107 Total comprehensive income for the year - - 6,107 - 40,175 46,282 Transactions with members in their capacity as members: Issue of shares - (38) - - - (38) Share buy-back (7,845) - - - - (7,845) Share-based payments (note 29) - 461 - - - 461 Dividends paid (note 18) - - - - (32,320) (32,320) Balance at 30 June 2025 71,386 8,209 8,998 (2,302) 35,407 121,698 The above consolidated statement of changes in equity should be read in conjunction with the accompanying notes. Jumbo Interactive Annual Report 2026 79 Jumbo Interactive Limited Consolidated Statement of Cash Flows For the year ended 30 June 2026 Consolidated Note 2026 2025 $’000 $’000 Cash flows from operating activities Receipts from customers (inclusive of GST) 220,070 164,512 Payments to suppliers and employees (inclusive of GST) (143,086) (98,197) 76,984 66,315 Interest received 1,551 2,159 Interest and other finance costs paid (4,445) (455) Interest on lease liabilities (771) (144) Income taxes paid (22,248) (19,099) Net cash from operating activities 6 51,071 48,776 Cash flows from investing activities Payments for property, plant and equipment (831) (460) Payments for intangibles 10 (6,935) (6,728) Settlement of contingent consideration - (3,543) Warranty claim receipt - 834 Payment for purchase of the DCG UK business net of cash acquired (74,689) - Payment for purchase of the DG US business net of cash acquired (55,765) - Proceeds from disposal of property, plant and equipment 2 - Interest received on funds in escrow account - 233 Returned from term deposits 162 11,994 Net cash (used in) / from investing activities (138,056) 2,330 Cash flows from financing activities Payments for share rights for NEDs - (38) Proceeds from borrowings 118,377 - Repayment of borrowings (33,672) (625) Payments for share buy-backs (436) (7,845) Principal payment of lease liabilities (1,336) (1,444) Dividends paid 18 (26,617) (32,320) Net cash from / (used in) financing activities 56,316 (42,272) Net (decrease) / increase in cash and cash equivalents (30,669) 8,834 Cash and cash equivalents at the beginning of the financial year 79,886 68,979 Effects of exchange rate changes on cash and cash equivalents (1,141) 2,073 Cash and cash equivalents at the end of the financial year 6 48,076 79,886 The above consolidated statement of cash flows should be read in conjunction with the accompanying notes. 78 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 79 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 80 Jumbo Interactive Annual Report 2026 Jumbo Interactive Limited Notes to the Consolidated Financial Statements 30 June 2026 About this report Jumbo Interactive Limited is a company limited by shares, incorporated and domiciled in Australia, whose shares are publicly traded on the Australian Securities Exchange (ASX: JIN), and is a for-profit entity for the purposes of preparing the financial statements. The consolidated financial statements are for the consolidated entity consisting of Jumbo Interactive Limited (the Company) and its subsidiaries and together are referred to as the Group or Jumbo. The consolidated financial statements were approved for issue in accordance with a resolution by the Directors on 27 August 2026. The Directors have the power to amend and reissue the consolidated financial statements. The consolidated financial statements are general purpose financial statements which: • have been prepared in accordance with the Corporations Act 2001, Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) and International Financial Reporting Standards (IFRS) issued by the International Financial Standards Board; • have been prepared under the historical cost convention; • are presented in Australian dollars (A$), with all amounts in the financial report being rounded off in accordance with the requirements of ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2026/183 issued by the Australian Securities and Investments Commission to the nearest thousand dollars, unless otherwise indicated; • where necessary, comparative information has been restated to conform with changes in presentation in the current year; and • adopts all new and amended Accounting Standards and Interpretations issued by the AASB that are relevant to the operations of the Group effective for reporting periods beginning on 1 July 2025. The notes to the financial statements The notes include financial information which is required to understand the consolidated financial statements and is material and relevant to the operations, financial position and performance of the Group. Information is considered material and relevant i f, for example: • the amount in question is significant because of its size or nature; • it is important for understanding the results of the Group; • it helps explain the impact of significant changes in the Group's business - for example, acquisitions and impairment write downs; and • it relates to an aspect of the Group's operations that is important to its future performance. Significant and other accounting policies that summarise the measurement basis used and are relevant to an understanding of the financial statements are provided throughout the notes of the financial statements. Jumbo Interactive Annual Report 2026 81 Significant judgements and estimates In the process of applying the Group’s accounting policies, management has made a number of judgements and applied estimates of future events. Judgements and estimates which are material to the consolidated financial statements include: Note Page • Impairment assessment of goodwill and other indefinite-life intangible assets 10 101 • Estimated useful life of website development costs 10 101 • Estimated useful life of customer contracts and relationships 10 101 • Estimated useful life of trademarks 10 101 • Judgment in relation to VAT exemption for Dream Giveaways UK 32 145 In addition, in preparing the financial statements, the notes to the financial statements were ordered such that the most rel evant information was presented earlier in the notes and that the disclosures that management deemed to be immaterial were excluded from the notes to the financial statements. The determination of the relevance and materiality of disclosures involved significant judgement. Key events and transactions for the reporting period The financial position and performance of the Group was affected by the following events and transactions during the reporting period: Lottery Retailing – the number of jackpots is an important driver of TTV. FY26 was impacted by a subdued jackpot environment relative to the comparative period. Lottery Retailing marketing – Marketing costs have increased as a result of planned strategic changes in the marketing playbook. Acquisitions – during FY26 the Company acquired Dream Car Giveaways UK and Dream Giveaway US. These businesses contributed to the Groups financial performance. Payment of dividends (see note 18 'Dividends' for details). 80 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 81 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 82 Jumbo Interactive Annual Report 2026 RESULTS FOR THE YEAR In this section Results for the year include segment information and a breakdown of individual line items in the Consolidated Statement of Profit or Loss and Other Comprehensive Income that the Directors consider most relevant, including a summary of the accounting polici es, relevant to understanding these line items. RESULTS FOR THE YEAR Note 1. Operating segments 83 Note 2. Revenue 86 Note 3. Other income and expense items 89 Note 4. Income tax 91 Note 5. Earnings per share (EPS) 94 Jumbo Interactive Annual Report 2026 83 Note 1. Operating segments The Group determines and presents operating segments on a product and geographic basis as this is how the results are reported internally to the Chief Executive Officer (being the chief operating decision maker) and how the business is managed. The Chief Executive Officer assesses the performance of the Group based on the earnings before interest, tax, depreciation and amortisation (EBITDA) amongst other key metrics and key performance indicators. (a) Description of segments The following summary describes the operations of each of the Group's reportable segments: Lottery Retailing Sales of Australian national lottery and charity lottery tickets through the internet and mobile devices to customers (B2C) in Australia and eligible overseas jurisdictions. Software-as-a-Service (SaaS) Development, supply and maintenance of proprietary software-as-a-service (SaaS) for authorised businesses, charities and governments (B2B/B2G) mainly in the lottery market in Australia. Managed Services Provision of lottery management services for authorised Businesses and Charities (B2B) in the lottery market on an international basis. Services include prize procurement, lottery game design, campaign marketing, customer relationship and draw management. These services are provided in addition to the proprietary-owned lottery software platforms to licensed charities in the UK and Canada. The segment operates as Gatherwell Ltd (Gatherwell) and StarVale Group of companies (StarVale) as External Lottery Managers (ELM) in the UK, and Stride Management Corp. (Stride) as an ELM for charity lotteries in Canada. Dream Giveaways In October 2025 the Group acquired the Dream Car Giveaways UK (DCG UK) and Dream Giveaway US (DG US) businesses operating in the prize draw market in the UK and US where customers (B2C) can participate to win prizes such as cars, cash, property and lifestyle products. These businesses formed a new Dream Giveaways segment within the Group. Intersegment eliminations The SaaS segment licences the lottery software platform to the Lottery Retailing segment at a licence fee of 7.5% of relevant lottery ticket sales. Expenses Direct costs are included in expenses of operating segments and indirect costs are allocated to operating segments based on the headcount assigned to each operating segment. Corporate/Other Other reconciling items are corporate expenses including costs in respect of the Directors, CEO, Chief Financial Officer, cor porate advertising, acquisition costs, corporate investment and finance, tax, audit, risk, governance, share-based payments, and other strategic projects. 82 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 83 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 84 Jumbo Interactive Annual Report 2026 Note 1. Operating segments (continued) (b) Segment information The segment information provided to the CEO is as follows: Lottery Retailing1 SaaS Managed Services Dream Giveaways2 Intersegme nt Eliminations Corporate / Other Total 2026 Total segment sales revenue from external customers 103,489 11,821 28,435 49,823 - - 193,568 Intersegment sales revenue - 30,710 - - (30,710) - - Total segment sales revenue 103,489 42,531 28,435 49,823 (30,710) - 193,568 Cost of sales (49,174) (362) (3,658) (4,115) 30,710 - (26,599) Gross Profit 54,315 42,169 24,777 45,708 - - 166,969 Employee benefits expense (6,328) (11,438) (10,891) (4,630) - (1,208) (34,495) Director's remuneration - - - - - (701) (701) Share-based payments - - - - - (780) (780) Consultancy and legal expenses (29) - (261) (115) - (3,479) (3,884) Advertising and marketing expenses (13,665) (10) (226) (19,774) - (2) (33,677) Corporate expenses - (5) (134) (189) - (617) (945) Technology expense (1,039) (1,893) (642) (467) - (114) (4,155) Office expenses (175) (545) (406) (229) - - (1,355) Car sale costs - - - (8,368) - (8,368) Other expenses (859) (1,898) (3,548) (1051) - (1,887) (9,243) Operating expenses (22,095) (15,789) (16,108) (34,823) - (8,788) (97,603) Other income/(loss) items2 12 300 42 7,152 - (330) 7,176 EBITDA 32,232 26,680 8,711 18,037 - (9,118) 76,542 Consolidated EBITDA 76,542 Depreciation and amortisation (21,182) Consolidated EBIT 55,360 Net finance cost (4,720) Consolidated net profit before tax 50,640 Income tax expense (16,066) Consolidated net profit after tax (see profit or loss) 34,574 1 Lottery Retailing includes: the National draw lottery games under the Reseller Agreements with The Lottery Corporation Limited; Charity lottery games in Australia under agreements with Australian licensed registered charities; and Daily Winners loyalty program, with paid premium membership launched in August 2024. 2 Other income/(loss) items in Dream Giveaways segment include income from car sales which represents proceeds from disposing of vehicles when Dream Giveaways competition winners elect the cash prize alternative. Refer to note 3 for details. Jumbo Interactive Annual Report 2026 85 Note 1. Operating segments (continued) (b) Segment information (continued) Lottery Managed Intersegment Corporate/ Retailing1 SaaS Services Eliminations Other Total 2025 Total segment sales revenue from external customers 108,047 10,522 26,723 - - 145,292 Intersegment sales revenue - 33,724 - (33,724) - - Total segment sales revenue 108,047 44,246 26,723 (33,724) - 145,292 Cost of sales (53,024) (316) (3,493) 33,724 - (23,109) Gross Profit 55,023 43,930 23,230 - - 122,183 Employee benefits expense (5,397) (9,761) (10,416) - (1,295) (26,869) Director's remuneration - - - - (664) (664) Share-based payments - - - - (461) (461) Consultancy and legal expenses (42) - (120) - (705) (867) Advertising and marketing expenses (11,685) (31) (309) - (12) (12,037) Corporate expenses - - (343) - (544) (887) Technology expense (1,459) (1,572) (895) - (88) (4,014) Office expenses (118) (311) (326) - - (755) Other expenses (939) (1,991) (3,803) - (1,929) (8,662) Operating expenses (19,640) (13,666) (16,212) - (5,698) (55,216) Other income/(loss) items 2,011 (96) 24 - (215) 1,724 EBITDA 37,394 30,168 7,042 - (5,913) 68,691 Consolidated EBITDA 68,691 Depreciation and amortisation (13,190) Consolidated EBIT 55,501 Net finance income 1,793 Consolidated net profit before tax 57,294 Income tax expense (17,119) Consolidated net profit after tax (see profit or loss) 40,175 1 Lottery Retailing includes: the National draw lottery games under the Reseller Agreements with The Lottery Corporation Limited; Charity lottery games in Australia under agreements with Australian licensed registered charities; and Daily Winners loyalty program, with paid premium membership launched in August 2024. The cost of sales consists of the following expenses disclosed in the respective financial statement line items in the consol idated statement of profit and loss and other comprehensive income: Consolidated 2026 2025 $'000 $'000 Commissions and fees 23,818 20,972 Employee benefits expense 304 362 Advertising and marketing expense 1,426 1,129 Technology expense 227 192 Other expenses 824 454 26,599 23,109 84 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 85 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 86 Jumbo Interactive Annual Report 2026 Note 1. Operating segments (continued) (c) Other segment information Geographical information The company is domiciled in Australia. Segment revenues are allocated based on the country in which the customer is located. Sales to external customers Geographical non-current assets 2026 2025 2026 2025 $'000 $'000 $'000 $'000 Australia (domicile) 114,712 117,631 90,895 40,249 United Kingdom 54,605 18,465 144,220 39,650 United States 14,678 - 5,423 - Canada 8,975 8,258 10,061 12,229 Fiji 165 258 - 2 Other 433 680 - - Total 193,568 145,292 250,599 92,130 The geographical non-current assets above are exclusive of, where applicable, financial instruments, deferred tax assets, post- employment benefits assets and rights under insurance contracts. More than 10% of total Group revenue is generated from products sold under licence by The Lottery Corporation Limited. (d) Recognition and measurement Operating segments are presented using the 'management approach', where the information presented is on the same basis as the internal reports provided to the Chief Operating Decision Makers ('CODM'). The CODM is responsible for the allocation of resources to operating segments and assessing their performance. Note 2. Revenue Consolidated 2026 2025 $'000 $'000 Revenue from contracts with customers Revenue from sale of goods 1 12 Revenue from rendering of services at point in time 188,569 140,064 Revenue from rendering of services overtime1 4,998 5,216 Total 193,568 145,292 1Revenue from rendering of services overtime relates to the lottery management services provided by Stride, which are based on a fixed service fee and recognised as revenue on a straight-line basis while services are delivered to the customer over the service period as set in the contract. The Group reports revenue from the sale of lottery tickets and related services on a net revenue inflow basis where it considers that it acts as an Agent rather than as a Principal such as with the sale of lottery tickets. The revenue from sales of the monthly subscription in relation to Daily Winners premium membership loyalty program is reporte d on gross basis, where Group considers that it acts in a Principal capacity. The revenue from sales of the tickets in relation to prize draws is recognised at point-in-time on draw date at the value of cash collected from ticket sales net of prizes, where the Group considers that it acts in a Principal capacity and prizes won repre sent a consideration payable to its customers. Jumbo Interactive Annual Report 2026 87 Note 2. Revenue (continued) (a) Disaggregation of revenue from contracts with customers In the following table, revenue from contracts with customers is disaggregated by main geographic markets, customer type and main products and services. The table includes a reconciliation of the disaggregated revenue with the Group’s reportable segments. 2026 Lottery Retailing SaaS Managed Services Dream Giveaway s Intersegme nt Elimination s Total $'000 $'000 $'000 $'000 $'000 $'000 Main geographic markets Australia (domicile) 102,892 42,530 - - (30,710) 114,712 United Kingdom - - 19,460 35,145 - 54,605 Canada - - 8,975 - - 8,975 USA - - - 14,678 - 14,678 Fiji 164 1 - - - 165 Other 433 - - - - 433 103,489 42,531 28,435 49,823 (30,710) 193,568 Customer type B2C 103,489 - - 49,823 - 153,312 B2B - 39,094 28,435 - (30,710) 36,819 B2G - 3,437 - - - 3,437 103,489 42,531 28,435 49,823 (30,710) 193,568 Main products and services Draw lottery games 90,186 - - - - 90,186 Charity lottery games and other1 11,540 - - - - 11,540 Software licensing fees - 42,531 - - (30,710) 11,821 Lottery management services - - 28,435 - - 28,435 Prize draw games - - - 49,823 - 49,823 Other 1,763 - - - - 1,763 103,489 42,531 28,435 49,823 (30,710) 193,568 1Includes charity lottery games in Australia under agreements with Australian licensed registered charities; and Daily Winners loyalty program, with paid premium membership launched in August 2024. 86 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 87 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 88 Jumbo Interactive Annual Report 2026 Note 2. Revenue (continued) (a) Disaggregation of revenue from contracts with customers (continued) 2025 Lottery SaaS Managed Intersegment Total Retailing Services Eliminations $'000 $'000 $'000 $'000 $'000 Main geographic markets Australia (domicile) 107,109 44,246 - (33,724) 117,631 United Kingdom - - 18,465 - 18,465 Canada - - 8,258 - 8,258 Fiji 258 - - - 258 Other 680 - - - 680 Total 108,047 44,246 26,723 (33,724) 145,292 Customer type B2C 108,047 - - - 108,047 B2B - 40,704 26,723 (33,724) 33,703 B2G - 3,542 - - 3,542 Total 108,047 44,246 26,723 (33,724) 145,292 Main products and services Draw lottery games 98,579 - - - 98,579 Charity lottery games and other1 7,987 - - - 7,987 Software licensing fees - 44,246 - (33,724) 10,522 Lottery management services - - 26,723 - 26,723 Other 1,481 - - - 1,481 Total 108,047 44,246 26,723 (33,724) 145,292 1 Includes charity lottery games in Australia under agreements with Australian licensed registered charities; and Daily Winners loyalty program, with paid premium membership launched in August 2024. (b) Recognition and measurement The following specific recognition criteria must also be met before revenue is recognised: Sale of Goods and/or Rendering of Services Revenue from sale of goods and/or rendering of services is recognised when control of the goods or services is transferred to the buyer in an amount that reflects the consideration to which the entity expects to be entitled in exchange for these goods and/or services. Control is the ability of the customer to direct the use of, and obtain substantially all of the remaining benefits from, an asset. Indicators that control has passed includes that the customer has (i) a present obligation to pay, (ii) physical possession of the asset(s), (iii) legal title, (iv) risk and rewards of ownership, and (v) accepted the asset(s). Lottery Retailing revenue includes agent commission received under the Reseller Agreements and administration fees received from customers at the time an entry is purchased by the customer in Draw Lottery Games, Charity Lottery Games; Instant Win Games; and monthly subscription fees from the Daily Winners premium membership loyalty program. Revenue is derived at a point-in-time with payment terms ranging between immediate payment to seven days payment. SaaS revenue includes the development, supply and maintenance of proprietary software-as-a-service (SaaS) for authorised Business, Charity and Government lotteries and is recognised as the software licence fee received from customers once the service has been rendered. Revenue is derived at a point-in-time with payment terms of 14 days after invoice date. Jumbo Interactive Annual Report 2026 89 Note 2. Revenue (continued) (b) Recognition and measurement (continued) Managed services revenue is recognised as the commission or service fee received from customers when the official draw for each lottery is completed or once the service has been rendered, including the provision of SaaS-related services in the lottery market in the UK. This includes Gatherwell using their proprietary lottery software platform to provide ‘lottery-in-a-box' lottery management services to society lotteries in the UK and StarVale providing a full range of weekly lottery, raffle and prize draw services in the UK. Revenue is derived at a point-in-time with payment terms of between date of invoice to 14 days after invoice date. Stride uses their proprietary lottery software platform and digital payments solution to provide lottery project management services to charities in Canada. Stride services include fixed and variable fee arrangements: - Services under fixed rate fees generally form one performance obligation recognised over time during the service period per contract, because the customer simultaneously receives and consumes the benefit provided to them. Stride uses an input method in measuring progress of the services provided because there is a direct relationship between the effort and the transfer of service to the customer. - Variable rate fees revenue relates to revenue from activities such as commission on actual ticket sales, ticket order processing etc., with revenue being recognised at the point-in-time when the performance obligation is satisfied. Dream Giveaways revenue is derived from the sale of competition tickets, providing customers with entry into competitions to win luxury cars, cash alternatives or other lifestyle prizes. The Group recognizes revenue in accordance with AASB 15 - Revenue from contracts with customers at the point when the competition result is announced net of the prize costs which are considered a payment to the customer. The Group recognises at the start of the competitions a financial liability for the prize money if the Group is required to do the draw regardless of the number of tickets sold and the customer has an option for a cash prize. With the recognition of the customer prize liability, a contract asset of equivalent value is recognised under IFRS 15 Revenue from Contracts with Customers. This contract asset represents the Group’s costs to fulfill the performance obligation under the contract entered with the customer, where the cost to fulfill relate directly to a contract with the customer and used in satisfying performance obligation on draw date; and these costs are expected to be recovered from future ticket sales proceeds. The contract asset is assessed for impairment at each reporting date. If expected ticket sales are insufficient to recover the contract asset, an immediate impairment loss is recognised in profit or loss. Proceeds received from the sale of tickets are first applied against the contract asset. Once the contract asset has been ful ly recovered, any additional ticket sale proceeds are recognised as deferred revenue, reflecting the Group's remaining performan ce obligations in relation to the draw. Note 3. Other income and expense items Consolidated 2026 2025 $'000 $'000 (a) Other income Expense recovery 120 53 Income from car sales1 7,037 - Warranty claim income - 834 Other income 210 1,806 Total 7,367 2,693 1Income from car sales represents proceeds from disposing of vehicles when Dream Giveaways competition winners elect the cash prize alternative. As these vehicles are held as competition prizes, their sales do not form part of the Group’s ordinary activities. The related cost of vehicles sold is recognised in other expenses (note 3 (e)) on the disposal date. 88 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 89 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview J umbo Interactive Annual Report 2026 Note 3. Other income and expense items (continued) (b) Other gains / (losses) Consolidated 2026 $'000 2025 $'000 Foreign exchange losses (194) (971) Gain on lease modification 6 - (Loss) / gain on asset disposal (3) 2 Total (191) (969) (c) Employee benefits expense Employee benefits 30,857 23,828 Non-executive directors’ remuneration 701 664 Share-based payments expense 780 461 Defined contribution superannuation expense 3,942 3,403 Total 36,280 28,356 (d) Depreciation and amortisation expense Amortisation on leased assets 1,508 1,268 Amortisation of intangible assets 17,474 9,776 Amortisation of TLC costs capitalised 1,500 1,500 Depreciation expense of property, plant and equipment 700 646 Total 21,182 13,190 (e) Other expenses Insurance costs 1,929 1,780 Postage costs 2,173 1,829 Taxes and duties 1,374 1,380 Office expenses 1,355 755 Bank charges 1,113 585 Corporate expenses 945 887 License and compliance expenses 654 749 Car resale costs 8,368 - Other expenses 2,812 2,711 Total 20,723 10,676 (f) Finance income and costs Finance income Interest income 1,551 2,392 1,551 2,392 (4,173) (54) (771) (144) (942) - (385) (401) (6,271) (599) Finance costs Interest and finance expense on borrowings Interest and finance expense on lease liabilities Interest on contingent consideration on acquisition Other costs of finance Net finance (cost) / income (4,720) 1,793 Jumbo Interactive Annual Report 2026 91 Note 3. Other income and expense items (continued) ( g) R ecognition and measurement Interest income Interest income is recognised as interest accrues using the effective interest method. The effective interest method uses the effective interest rate which is the rate that exactly discounts the estimated future cash receipts over the expected life of the financial asset. Note 4. Income tax (a) Current tax Consolidated 2026 2025 $'000 $'000 Income tax expense Current tax 15,512 15,474 Deferred tax (4,059) 539 Adjustment of current tax of prior years 61 (895) Current tax relating to overseas operations 4,552 2,001 Aggregate income tax expense 16,066 17,119 Deferred tax included in income tax expense comprises: (Increase) / decrease in deferred tax assets (424) 539 Decrease in deferred tax liabilities (3,635) - Deferred tax (4,059) 539 Numerical reconciliation of income tax expense and tax at the statutory rate Consolidated 2026 2025 $'000 $'000 Profit before income tax expense 50,640 57,294 Tax at the statutory tax rate of 30% 15,192 17,188 Difference in overseas tax rates (461) (312) Share options expensed during year 234 138 R&D tax credit (1,030) (873) Other 2,131 978 Income tax expense 16,066 17,119 90 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 91 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 92 Jumbo Interactive Annual Report 2026 Note 4. Income tax (continued) (b) Deferred tax Consolidated 2026 2025 $'000 $'000 Deferred tax asset Deferred tax asset comprises temporary differences attributable to: Amounts recognised in profit or loss: Property, plant and equipment - 1 Accruals 279 155 Provision 1,002 793 Other 735 643 Deferred tax asset 2,016 1,592 Movements: Opening balance 1,592 2,131 Credited / (charged) to profit or loss 424 (539) Closing balance 2,016 1,592 Net deferred tax asset Gross deferred tax asset balance 2,016 1,592 Set off (2,016) (1,592) Net deferred tax asset closing balance - - Deferred tax liability Deferred tax liability comprises temporary differences attributable to: Amounts recognised in profit or loss: Intangible assets 2,175 3,701 Other 22,820 4,666 Deferred tax liability 24,995 8,367 Movements: Opening balance 8,367 8,008 Credited to profit or loss (3,635) - Foreign exchange differences (2,141) 359 Recognised on acquisition (Note 23) 22,404 Closing balance 24,995 8,367 Net deferred tax liability Gross deferred tax liability balance 24,995 8,367 Set off (2,016) (1,592) Net deferred tax liability closing balance 22,979 6,775 Jumbo Interactive Annual Report 2026 93 Note 4. Income tax (continued) (c) Current tax balances Consolidated 2026 2025 $'000 $'000 Current tax asset Current tax asset 2,057 512 Current tax liability Current tax liability 661 1,003 (d) Recognition and measurement The income tax expense or benefit for the period is the tax payable on that period's taxable income based on the applicable income tax rate for each jurisdiction, adjusted by the changes in deferred tax assets and liabilities attributable to tempora ry differences, unused tax losses and the adjustment recognised for prior periods, where applicable. Deferred tax assets and liabilities are recognised for temporary differences at the tax rates expected to be applied when the assets are recovered or liabilities are settled, based on those tax rates that are enacted or substantively enacted, except for: When the deferred income tax asset or liability arises from the initial recognition of goodwill or an asset or liability in a transaction that is not a business combination and that, at the time of the transaction, affects neither the accounting nor taxabl e profits; or When the taxable temporary difference is associated with interests in subsidiaries, associates or joint ventures, and the tim ing of the reversal can be controlled and it is probable that the temporary difference will not reverse in the foreseeable future. Deferred tax assets are recognised for deductible temporary differences and unused tax losses only if it is probable that future taxable amounts will be available to utilise those temporary differences and losses. The carrying amount of recognised and unrecognised deferred tax assets are reviewed at each reporting date. Deferred tax asse ts recognised are reduced to the extent that it is no longer probable that future taxable profits will be available for the carr ying amount to be recovered. Previously unrecognised deferred tax assets are recognised to the extent that it is probable that the re are future taxable profits available to recover the asset. Deferred tax assets and liabilities are offset only where there is a legally enforceable right to offset current tax assets a gainst current tax liabilities and deferred tax assets against deferred tax liabilities; and they relate to the same taxable author ity on either the same taxable entity or different taxable entities which intend to settle simultaneously. Jumbo Interactive Limited (the 'head entity') and its wholly-owned Australian subsidiaries are part of a income tax consolidated group under the tax consolidation regime since 1 July 2006. The head entity and each subsidiary in the tax consolidated group have entered into a tax funding agreement (TFA) and tax sharing deed (TSD) with the head entity. Under the terms of the TFA, Jumbo Interactive Limited and each of the entities in the tax consolidation group have agreed to pay (or receive) a tax equivalent payment to (or from) the head entity, based on the current tax liability or current tax asset of the entity. 92 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 93 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 94 Jumbo Interactive Annual Report 2026 Note 5. Earnings per share (EPS) Consolidated 2026 2025 $'000 $'000 Profit after income tax attributable to the members of Jumbo Interactive Limited 34,574 40,175 Number Number Weighted average number of ordinary shares used in calculating basic EPS 63,052,917 62,623,196 Adjustments for calculation of diluted EPS: - Rights over ordinary shares 210,251 248,798 Weighted average number of ordinary shares used in calculating diluted EPS 63,263,168 62,871,994 Cents Cents Basic earnings per share 54.83 64.15 Diluted earnings per share 54.65 63.90 All outstanding performance rights were included in the number of weighted average number of ordinary shares used to calculate diluted earnings per share because they are currently ‘in-the-money’. Basic earnings per share Basic earnings per share is calculated by dividing the profit attributable to the members of Jumbo Interactive Limited, exclu ding any costs of servicing equity other than ordinary shares, by the weighted average number of ordinary shares outstanding durin g the financial year, adjusted for bonus elements in ordinary shares issued during the financial year. Diluted earnings per share Diluted earnings per share adjusts the figures used in the determination of basic earnings per share to take into account the after income tax effect of interest and other financing costs associated with dilutive potential ordinary shares and the weighted a verage number of shares assumed to have been issued for no consideration in relation to dilutive potential ordinary shares. Jumbo Interactive Annual Report 2026 95 OPERATING ASSETS AND LIABILITIES In this section Operating assets and liabilities provides information about the working capital of the Group and major balance sheet items, including the accounting policies, judgements and estimates relevant to understanding these items. OPERATING ASSETS AND LIABILITIES Note 6. Cash and cash equivalents 95 Note 7. Trade and other receivables 97 Note 8. Inventories 97 Note 9. Property, plant and equipment 98 Note 10. Intangible assets 100 Note 11. Right-of-use assets 108 Note 12. Other non-current assets 109 Note 13. Trade and other payables 109 Note 14. Employee benefits 110 Note 15. Provisions 111 Note 16. Lease liabilities 112 Note 6. Cash and cash equivalents Consolidated 2026 2025 $'000 $'000 Current assets Cash and cash equivalents 48,076 79,886 Included in the above balance: General account balances 35,950 65,542 Online lottery customer account balances (note 13) 12,126 14,344 Total 48,076 79,886 Online lottery customer account balances represent deposits and prize winnings held for payment to customers on demand. The balance as at 30 June 2026 include $1,243,000 deposits paid by the online lottery customers but not yet received into bank account at year end date (30 June 2025: $1,399,000). (a) Recognition and measurement Cash and cash equivalents includes cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash , and which are subject to an insignificant risk of changes in value. 94 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 95 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 96 Jumbo Interactive Annual Report 2026 Note 6. Cash and cash equivalents (continued) (b) Reconciliation of Cash Flow from Operations with Profit after Income Tax Consolidated 2026 2025 $'000 $'000 Profit for the year after income tax 34,574 40,175 Non-cash flows Amortisation 20,482 12,544 Depreciation 700 646 Share option expense 780 461 Loss/(gain) on asset disposal 3 (2) Gain on lease modification (6) - Interest received on financial assets held as investments - (233) Non-cash interest expense 113 - Interest on contingent consideration on acquisition 942 - Net foreign exchange effects - loss/(gain) 1,546 (289) Changes in operating assets and liabilities, net of the effects of purchase and disposal of subsidiaries Decrease/(increase) in trade receivables1 1,088 (36) (Increase)/decrease in other receivables1 (2,199) 364 (Increase)/decrease in inventories1 (836) 74 (Decrease)/increase in trade payables1 (2,410) 4,394 Increase/(decrease) in other payables1 3,053 (7,208) Increase/(decrease) in employee benefits 163 (403) Increase/(decrease) in provisions 101 (114) (Decrease)/increase in deferred tax liabilities1 (6,199) 898 Decrease in provision for income tax1 (824) (2,495) Cash flow from operations 51,071 48,776 1The movements exclude opening balances of trade and other receivables, inventory, trade and other payables and tax related balances that were acquired by the Group in October 2025 as part of Dream Giveaways business acquisitions (note 23). Jumbo Interactive Annual Report 2026 97 Note 7. Trade and other receivables Consolidated 2026 2025 $'000 $'000 Current assets Trade receivables 3,897 4,633 Less: Allowance for expected credit losses - (25) 3,897 4,608 Prepayments 3,596 1,867 Contract asset on prize draws (note 2(b)) 1,054 - Other receivables 139 461 4,789 2,328 Total 8,686 6,936 (a) Recognition and measurement Trade receivables are recognised at original invoice amounts less an allowance for uncollectible amounts and generally have repayment terms ranging from 7 to 31 days. The Group has applied the simplified approach to measuring expected credit losses prescribed by AASB 9, which uses a lifetime expected loss allowance. Refer note 22 'Financial risk management' for details. Note 8. Inventories Consolidated 2026 2025 $'000 $'000 Prize cars 16,032 - Other prize items 185 - Other - 15 Total 16,217 15 (a) Recognition and measurement The Group operates prize draw competitions where participants purchase tickets for a chance to win non-cash prizes (such as vehicles, luxury goods, or other physical items). These prizes are usually purchased in advance and held until awarded to competition winners. 96 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 97 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 98 Jumbo Interactive Annual Report 2026 Note 8. Inventories (continued) (a) Recognition and measurement (continued) Non-cash prizes are recognised as inventory at cost when purchased, in accordance with AASB 102 - Inventories. Cost comprises the purchase price and any directly attributable costs necessary to bring the prize to its present location and condition (such as delivery costs, insurance, or customisation costs). Prize inventory is measured at the lower of cost and net realizable value at each reporting date. The inventory is derecognised when it is delivered to the winner, at which point the risks and rewards of ownership are transferred, concurrent with the derecognition of the related liability. When car prizes are subsequently sold (because the winner selected cash alternative) any proceeds from sale are recognised as "income from car sales" and carrying value of the prize inventory is recognised as “car resale costs” in other expenses in profit and loss. Note 9. Property, plant and equipment Consolidated 2026 2025 $'000 $'000 Non-current assets Leasehold improvements - at cost 3,440 3,215 Less: Accumulated depreciation (523) (183) 2,917 3,032 Plant and equipment - at cost 3,223 2,234 Less: Accumulated depreciation (2,156) (1,796) 1,067 438 Total 3,984 3,470 (a) Reconciliations Reconciliations of the written down values at the beginning and end of the current and previous financial year are set out be low: Leasehold Plant and improvements equipment Total Consolidated $'000 $'000 $'000 Balance at 1 July 2024 359 278 637 Additions 3,076 397 3,473 Disposals - (1) (1) Exchange differences - 7 7 Depreciation expense (403) (243) (646) Balance at 30 June 2025 3,032 438 3,470 Additions through acquisitions (note 23) 84 346 430 Additions 149 682 831 Disposals - (8) (8) Exchange differences (8) (31) (39) Depreciation expense (340) (360) (700) Balance at 30 June 2026 2,917 1,067 3,984 Jumbo Interactive Annual Report 2026 99 Note 9. Property, plant and equipment (continued) (b) Recognition and measurement Initial recognition and measurement Plant, property and equipment is stated at historical cost less accumulated depreciation and impairment. Historical cost includes expenditure that is directly attributable to bringing the asset to the location and condition necessary for it to be capable of operating in the manner intended by management, less depreciation and impairment. Property, plant and equipment are depreciated or amortised from the date of acquisition, or, in respect of internally generat ed assets, from the time an asset is held ready for use. Subsequent costs Improvements to leasehold property are recognised as a separate asset. All repairs and maintenance are charged to the profit or loss during the reporting period in which they occur. Depreciation and amortisation Depreciation is calculated on a straight-line basis to write off the net cost of each item of property, plant and equipment (excluding land) over their expected useful lives as follows: Leasehold improvements1 5 -10 years Plant and equipment 2-5 years 1The leasehold improvements depreciation is based on a shorter of a lease term and their expected useful lives. The residual values, useful lives and depreciation methods are reviewed, and adjusted if appropriate, at each reporting date. An asset's carrying amount is written down to its recoverable amount if the asset's carrying value is greater than its estimated recoverable amount. Leasehold improvements are amortised over the shorter of either the unexpired term of the lease or the estimated useful life of the improvements. Derecognition An item of property, plant and equipment is derecognised upon disposal or when there is no future economic benefit to the Gro up. Gains and losses between the carrying amount and the disposal proceeds are taken to profit or loss in the year that the item is derecognised. 98 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 99 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 100 Jumbo Interactive Annual Report 2026 Note 10. Intangible assets Consolidated 2026 2025 $'000 $'000 Goodwill - at cost 92,089 33,307 Less: Impairment - - 92,089 33,307 Website development - at cost 74,602 67,495 Less: Accumulated amortisation (58,514) (52,558) 16,088 14,937 Customer contracts and relationships - at cost 106,895 27,528 Less: Accumulated amortisation (16,694) (8,775) 90,201 18,753 Software - at cost 9,153 2,990 Less: Accumulated amortisation (3,790) (2,101) 5,363 889 Trademarks - at cost 22,873 - Less: Accumulated amortisation (802) - 22,071 - Domain names - at cost 849 841 Less: Impairment - - 849 841 Other 348 346 Less: Accumulated amortisation (122) (61) 226 285 Total 226,887 69,012 Jumbo Interactive Annual Report 2026 101 Note 10. Intangible assets (continued) (a) Significant judgements and estimates Impairment assessment of goodwill and domain names A key judgement by management with regards to the (i) Lottery Retailing Cash Generating Unit (CGU) is that the reseller agreements with The Lottery Corporation will continue; (ii) Software-as-a-Service CGU is that software licence agreements with customers will continue; (iii) Managed Services CGU is that the lottery management agreements with customers will continue; and (iv) Dream Giveaways CGU is that future business growth will be in line or exceeding the forecasted performance used in value-in-use calculations. The key assumptions used for value-in-use calculations are discussed further in note 10(d). Goodwill and domain names are tested for impairment half yearly. Impairment assessment of other intangible assets The Group considers half yearly whether there have been any indicators of impairment and then tests whether non-current assets have incurred any impairment in accordance with the accounting policy. Estimated useful life of website development costs Management estimates the useful life of intangible assets-website development costs based on the expected period of time over which economic benefits from the use of the asset will be derived. Management reviews useful life assumptions on an annual basis having given consideration to variables including historical and forecast usage rates, technological advancements and changes in legal and economic conditions. The amortisation period relating to the website developments costs is five years. Estimated useful life of customer contracts and relationships Management estimates the useful life of intangible assets-customer contracts and relationships based on the expected period of time over which economic benefits from the use of the asset will be derived. Management reviews useful life assumptions on an annual basis having given consideration to variables including any changes in customer contract terms and conditions, customer net attrition, and changes in legal and economic conditions. The amortisation period relating to customer contracts and relationships on acquisition of Stride and StarVale businesses is estimated of 10 years. For the customer relationships that were acquired as part of Dream Giveaways businesses amortisation period is ranging between 5 and 10 years (see note 23 for the details). Estimated useful life of trademarks Trademarks acquired as part of a business combination are recognised separately from goodwill and measured at fair value at the acquisition date in accordance with AASB 3 Business Combinations. Following initial recognition, trademarks are carried at cost less accumulated amortisation and any accumulated impairment losses. The Group assesses trademarks as having finite useful lives. In determining the useful life of trademarks, the Group considered factors including: • The expected usage of the trademark by the Group • Typical prize draw life cycles and market research information for similar trademarks • Technical, technological, or commercial obsolescence • The stability of the industry, regulatory environment and changes in market demand • Expected actions by competitors or potential competitors • The period of control over the trademark and legal or similar limits on its use • Whether the useful life is dependent on the useful life of other assets Based on this assessment, trademarks are amortised on a straight-line basis over their estimated useful life of 20 years. The amortisation period of 20 years reflects management's estimate of the period over which the Group expects to derive economic benefits from the trademarks, considering the nature of the Dream Giveaways businesses, brand longevity, and market positioning (see note 23 for the details). 100 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 101 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 102 Jumbo Interactive Annual Report 2026 Note 10. Intangible assets (continued) (b) Reconciliations Reconciliations of the written down values at the beginning and end of the current and previous financial year are set out be low: Goodwill Website development costs Customer contracts and relationships Software Trademarks Domain names Other Total Consolidated 2026 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Balance at 1 July 2025 33,307 14,937 18,753 889 - 841 285 69,012 Additions through acquisitions (note 23) 64,225 - 87,195 6,843 24,369 8 - 182,640 Additions internally generated - 7,126 - - - - 3 7,129 Amortisation expense - (5,957) (8,765) (1,883) (807) - (62) (17,474) Effects of movements in foreign exchange (5,443) (18) (6,982) (486) (1,491) - - (14,420) Balance at 30 June 2026 92,089 16,088 90,201 5,363 22,071 849 226 226,887 Consolidated 2025 Balance at 1 July 2024 30,957 15,245 20,014 1,176 - 869 24 68,285 Additions internally generated - 6,370 - - - 60 298 6,728 Reclassification in intangible assets - - - 88 - (88) - - Amortisation expense - (6,678) (2,626) (435) - - (37) (9,776) Effects of movements in foreign exchange 2,350 - 1,365 60 - - - 3,775 Balance at 30 June 2025 33,307 14,937 18,753 889 - 841 285 69,012 (c) Recognition and measurement Goodwill Goodwill represents the excess of the cost of the business combination over the Group’s share of the net fair value of the identifiable assets, liabilities and contingent liabilities acquired. Goodwill is not amortised but is measured at cost less any accumulated impairment losses. Goodwill is tested for impairment annually, or more frequently if events or changes in circumstances indicate that the carrying value may be impaired. Gains and losses on the disposal of an entity include the car rying amount of goodwill relating to the entity sold. Goodwill acquired is allocated to each of the cash-generating units expected to benefit from the combination’s synergies. Impairment is determined by assessing the recoverable amount of the cash-generating unit to which the goodwill relates. Impairment losses on goodwill cannot be reversed. Website Development Costs Expenditure during the research phase of a project is recognised as an expense when incurred. Development costs are capitalis ed only when the Group can demonstrate the technical feasibility of completing the intangible asset so that it will be available for use; ability to use the intangible asset; how the intangible asset will generate probable future economic benefits; the availabili ty of Jumbo Interactive Annual Report 2026 103 Note 10. Intangible assets (continued) (c) Recognition and measurement (continued) adequate technical, financial and other resources to complete the intangible asset; and ability to measure reliably the expen diture attributable to the intangible asset during its development. Development costs have a finite life and are amortised on a straight- line basis matched to the future economic benefits over the useful life of the project of five years. This is included as par t of the carrying amount of SaaS CGU. Customer contracts and relationships Customer contracts and relationships acquired in a business combination are amortised on a straight-line basis over the period of their expected benefit, being their finite life of between 5 and 10 years. The Reseller Agreements, which were extended for a further 10 years in August 2020 for $15,000,000. This is included as part of the carrying amount of the relevant CGU. Software Significant costs associated with software are deferred and amortised on a straight-line basis over the period of their expected benefit, being their finite life of 5 years. This is included as part of the carrying amount of the relevant CGU. Domain Names Acquired domain names are stated at cost and are considered to have indefinite useful lives and are not amortised. The useful life is assessed annually to determine whether events or circumstances continue to support an indefinite useful life assessment. T he carrying value of domain names is tested semi-annually at each reporting date for impairment. Domain names have an indefinite useful life because: • there is no time limit on the expected usage of the domain names; • licence renewal is automatic on payment of the renewal fee without satisfaction of further renewal conditions; • the cost is not significant when compared with future economic benefits expected to flow from renewal. As such, the useful life can include the renewal period; and • since there is no limit on the number of times the licence can be renewed this leads to the assessment of "indefinite" useful life. This assessment has been based on: • technical, technological, commercial and other types of obsolescence; • the stability of the industry in which the asset operates and changes in the market demand for the products and/or services output from the asset; • the level of maintenance expenditure required to obtain the expected future economic benefits from the asset and the entity's ability and intention to reach such a level; and • the period of control over the asset and legal or similar limits on the use of the asset. Acquired trademarks Trademarks acquired are initially recognised at cost and are subsequently carried at cost less accumulated amortisation and accumulated impairment losses. These costs are amortised to profit or loss using the straight-line method over 20 years, which is the shorter of their estimated useful lives and periods of contractual rights. Impairment of non-financial assets Assets are tested for impairment at the end of each reporting period or whenever events or changes in circumstances indicate that the carrying amount may not be recovered. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. For the purposes of assessing impairment, assets are grouped at the lowest levels for 102 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 103 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 104 Jumbo Interactive Annual Report 2026 Note 10. Intangible assets (continued) (c) Recognition and measurement (continued) which there are separately identifiable cash flows which are largely independent of the cash flows from other assets or group s of assets. The recoverable amount is the greater of the asset’s fair value less costs to sell and value-in-use. In assessing value-in-use, the estimated cash flows are discounted to their present value using a pre-tax discount rate that reflects market assessments of the time value of money and the specific risks of the asset. Impairment losses are recognised in the profit or loss. Non-financial assets other than goodwill that incur impairment are reviewed for possible reversal of impairment at each reporting period. (d) Goodwill and Indefinite Life Intangibles allocated to CGUs Goodwill Domain Names Total 2026 2025 2026 2025 2026 2025 $'000 $'000 $'000 $'000 $'000 $'000 Lottery Retailing 2,831 2,831 - - 2,831 2,831 SaaS - - 841 841 841 841 Managed services – UK1 23,045 25,083 - - 23,045 25,083 Managed services – Canada2 4,934 5,393 - - 4,934 5,393 Dream Giveaways - UK 16,516 - - - 16,516 - Dream Giveaways - US 44,763 - 8 - 44,771 - Total 92,089 33,307 849 841 92,938 34,148 1 Includes Gatherwell and StarVale operations combined into one CGU. 2 Includes Stride operations. Lottery Retailing Goodwill has been allocated to the Lottery Retailing CGU which is an operating segment. The value in use calculations performed for all cash generating units use cash flow projections based on actual operating res ults, the Board approved budget for FY27, and forecasts drawn from FY28 to FY31 which are based on management’s estimates of underlying economic conditions, past financial results, and other factors anticipated to impact the cash generating units’ performance. The terminal value of all CGU’s, except for Dream Giveaways US, has been forecasted using a nominal growth rate of 2% (2025: 2%). The terminal value of Dream Giveaways US has been forecasted using a nominal growth rate of 2.5%. The growth rate used in these projections does not exceed the historical growth rate of the relevant CGU. Key assumptions used for value-in-use calculation of the Lottery Retailing CGU are as follows: 2026 2025 Discount rate 17.5% 17.5% Terminal value growth rate 2.0% 2.0% TLC reseller agreements continue beyond current agreement periods The discount rate used is a pre-tax calculated weighted average cost of capital based on the capital asset pricing model and is specific to the relevant segment in which the unit operates. Management determined projections based on past performance and its expectations for the future. The growth rate used is consistent with those used in industry reports. The estimated recoverable amount of the CGU significantly exceeded the carrying amount at 30 June 2026 . Sensitivity analyses performed indicate a reasonably possible change in any of the key assumptions for the Lottery Retailing CGUs would not result in impairment. Jumbo Interactive Annual Report 2026 105 Note 10. Intangible assets (continued) (d) Goodwill and Indefinite Life Intangibles allocated to CGUs (continued) Software-as-a-Service Domain names have been allocated to the Software-as-a-Service CGU which is an operating segment. The recoverable amount of the CGU is based on a value-in-use calculation using a discounted cash flow model based on a one year (FY27) budget projection less an allocation of corporate expenses, approved by the Board and extrapolated over a five -year period using a steady rate, together with a terminal value. The growth rate used in these projections does not exceed the historic al growth rate of the relevant CGU. Key assumptions used for value-in-use calculation of the SaaS CGU are as follows: 2026 2025 Discount rate 17.5% 17.5% Terminal value growth rate 2% 2% Software license agreements continue beyond current agreement periods Annual capital expenditure, $ 6,399,000 6,795,000 The discount rate used is a pre-tax calculated weighted average cost of capital based on the capital asset pricing model and is specific to the relevant segment in which the unit operates. Management determined projections based on past performance and its expectations for the future. The growth rate used is consistent with the Lottery Retailing CGU , which contributes ~75% of SaaS revenue. The estimated recoverable amount of the CGU significantly exceeded the carrying amount as at 30 June 2026 . Sensitivity analyses performed indicate a reasonably possible change in any of the key assumptions for the Software-as-a-Service CGUs would not result in impairment. Should the customer contracts (which are included as part of the carrying amount) be cancelled or not be extended for further periods when they expire, an impairment loss would be recognised up to the maximum carrying value of $ 11,380,000 (2025: $19,732,000). Managed Services The Managed Services is comprised of two CGUs – Managed Services UK (Gatherwell and StarVale) and Managed Services Canada (Stride). (i) Managed Services United Kingdom After the final settlement of StarVale acquisition in September 2024 and completion of its full integration into the UK opera tions, StarVale and Gatherwell businesses have been combined into one Cash Generating Unit – UK Managed Services in FY25. Goodwill allocated to the Managed Services United Kingdom includes goodwill on acquisition of Gatherwell and StarVale businesses. The recoverable amount of the CGU is based on a value-in-use calculation using a discounted cash flow model based on a one- year (FY27) budget projection less an allocation of corporate expenses, approved by the Board and extrapolated over a five -year period using a steady rate, together with a terminal value. The growth rate used in these projections does not exceed the his torical growth rate of the relevant CGU. 104 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 105 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 106 Jumbo Interactive Annual Report 2026 Note 10. Intangible assets (continued) (d) Goodwill and Indefinite Life Intangibles allocated to CGUs (continued) Key assumptions used for value-in-use calculation of the Managed Services - UK CGU are as follows: 2026 2025 Discount rate 19.3% 19.3% Terminal value growth rate 2.0% 2.0% Lottery management agreements continue beyond current agreement periods The discount rate used is a pre-tax calculated weighted average cost of capital based on the capital asset pricing model and is specific to the relevant segment in which the unit operates. Management determined projections based on past performance and its expectations for the future. The growth rate used is consistent with those used in industry reports. The estimated recoverable amount of the CGU significantly exceeded the carrying amount at 30 June 2026 . Management notes that there is not a reasonably possible change in key assumptions that could cause the carrying amount to exceed the recoverable amount for this CGU. The following table shows the amount by which two key assumptions would both need to change jointly for the estimated recoverable amount to equal the carrying amount. Change required for carrying amount to equal recoverable amount 2026 2025 Discount rate 12.76ppt 6.96ppt Terminal value growth rate (2.00%) (2.00%) (ii) Managed Services Canada Goodwill has been allocated to the Managed Services Canada CGU. The recoverable amount of the CGU is based on a value-in-use calculation using a discounted cash flow model based on a one- year (FY27) budget approved by the Board and extrapolated over a five-year period using a steady rate, together with a terminal value. The growth rate used in these projections does not exceed the historical growth rate of the relevant CGU. Key assumptions used for value-in-use calculation of the Managed Services – Canada CGU are as follows: 2026 2025 Discount rate 16.1% 16.1% Terminal value growth rate 2.0% 2.0% Lottery management agreements continue beyond current agreement periods The discount rate used is a pre-tax calculated weighted average cost of capital based on the capital asset pricing model and is specific to the relevant segment in which the unit operates. Management determined projections based on past performance and its expectations for the future. The growth rate used is consistent with those used in industry reports. The estimated recoverable amount of the CGU exceeded the carrying amount at 30 June 2026 . Management notes that there is not a reasonably possible change in key assumptions that could cause the carrying amount to exceed the recoverable amount for this CGU. The following table shows the amount by which two key assumptions would both need to change jointly for the estimated recoverable amount to equal the carrying amount. Change required for carrying amount to equal recoverable amount 2026 2025 Discount rate 21.29ppt 12.50ppt Terminal value growth rate (2.00%) (2.00%) Jumbo Interactive Annual Report 2026 107 Note 10. Intangible assets (continued) (d) Goodwill and Indefinite Life Intangibles allocated to CGUs (continued) Dream Giveaways The Dream Giveaways is comprised of two CGUs – Dream Giveaways UK and Dream Giveaways US, both businesses acquired by the Group in October 2025 (refer note 23 for the details). The recoverable amount of each CGU is based on a value-in-use calculation using a discounted cash flow model based on a one-year (FY27) budget approved by the Board and extrapolated over a five-year period using a steady rate, together with a terminal value. The growth rate used in these projections does not exceed the historical growth rate of the relevant CGU. The discount rate used for each CGU is a pre-tax calculated weighted average cost of capital based on the capital asset pricing model and is specific to the relevant segment in which the unit operates. Management determined projections based on past performance and its expectations for the future. The growth rate used for Dream Giveaways businesses is consistent with those used in industry reports. (i) Dream Giveaways - UK Key assumptions used for value-in-use calculation of the Dream Giveaways - UK CGU are as follows: 2026 2025 Discount rate 22.8% - Terminal value growth rate 2.0% - Business growth will be in line or exceeding the forecasted performance The estimated recoverable value of the Dream Giveaways - UK CGU remains in line with its carrying value as expected given the recent purchase of this business in an arm’s length transaction. Management has identified that a reasonably possible change in two key assumptions could cause the carrying amount to exceed the recoverable amount. The following table shows the amount by which these two assumptions would both need to change jointly for the estimated recoverable amount to equal the carrying amount. Change required for carrying amount to equal recoverable amount 2026 2025 Discount rate 11.47ppt - Terminal value growth rate (2.00%) - (ii) Dream Giveaways - US Key assumptions used for value-in-use calculation of the Dream Giveaways - US CGU are as follows: 2026 2025 Discount rate 27.6% - Terminal value growth rate 2.5% - Business growth will be in line or exceeding the forecasted performance The estimated recoverable value of the Dream Giveaways - US CGU remains in line with its carrying value as expected given the recent purchase of this business in an arm’s length transaction. Management has identified that a reasonably possible change in two key assumptions could cause the carrying amount to exceed the recoverable amount. The following table shows the amount by which these two assumptions would both need to change jointly for the estimated recoverable amount to equal the carrying amount. Change required for carrying amount to equal recoverable amount 2026 2025 Discount rate 6.16ppt - Terminal value growth rate (2.50%) - 106 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 107 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 108 Jumbo Interactive Annual Report 2026 Note 11. Right-of-use assets Consolidated 2026 2025 $'000 $'000 Non-current assets Land and buildings - right-of-use 15,668 12,828 Less: Accumulated depreciation (2,275) (841) 13,393 11,987 Plant and equipment - right-of-use 37 37 Less: Accumulated depreciation (13) (1) 24 36 Motor Vehicles - right-of-use 204 - Less: Accumulated depreciation (18) - 186 - Total 13,603 12,023 The Group leases land and buildings for its offices under agreements of between three to ten years with, in some cases, options to extend which have been included in the lease liability where the options are expected to be exercised. The leases have various escalation clauses. On renewal, the terms of the leases are renegotiated. The Group also leases plant and equipment and motor vehicles under agreements of three to five years. For impairment testing, the right-of-use assets have been allocated to the Lottery Retailing and SaaS CGUs based on the headcount assigned to each operating segment. Refer to note 10 'Intangible assets' for further information on the impairment testing, key assumptions and sensitivity analysis. (a) Reconciliations Reconciliations of the written down values at the beginning and end of the current and previous financial year are set out be low: Land and Plant and Motor buildings equipment vehicles Total Consolidated $'000 $'000 $'000 $'000 Balance at 1 July 2024 2,194 20 - 2,214 Additions1 11,053 37 - 11,090 Disposals (51) - - (51) Depreciation expense (1,247) (21) - (1,268) Effects of movements in foreign exchange 38 - - 38 Balance at 30 June 2025 11,987 36 - 12,023 Additions through acquisitions (note 23) 3,113 - - 3,113 Additions 529 - 207 736 Disposals (300) - - (300) Depreciation expense (1,674) (12) (19) (1705) Effects of movements in foreign exchange (262) - (2) (264) Balance at 30 June 2026 13,393 24 186 13,603 1 In June 2025 Group commenced a 10-year lease agreement for the head office. Jumbo Interactive Annual Report 2026 109 Note 11. Right-of-use assets (continued) (b) Recognition and measurement A right-of-use asset is recognised at the commencement date of a lease. The right-of-use asset is measured at cost, which comprises the initial amount of the lease liability, adjusted for, as applicable, any lease payments made at or before the commencement date net of any lease incentives received, any initial direct costs incurred, and, except where included in the cost of inventories, an estimate of costs expected to be incurred for dismantling and removing the underlying asset, and restoring the site or asset. Right-of-use assets are depreciated on a straight-line basis over the unexpired period of the lease or the estimated useful life of the asset, whichever is the shorter. Where the Group expects to obtain ownership of the leased asset at the end of the lease term, the depreciation is over its estimated useful life. Right-of use assets are subject to impairment or adjusted for any remeasurement of lease liabilities. The Group has elected not to recognise a right-of-use asset and corresponding lease liability for short-term leases with terms of 12 months or less and leases of low-value assets. Lease payments on these assets are expensed to profit or loss as incurred. Note 12. Other non-current assets Consolidated 2026 2025 $'000 $'000 Non-current assets The Lottery Corporation extension fee 15,000 15,000 Less: Accumulated amortisation (8,875) (7,375) Total 6,125 7,625 An extension fee was payable when the 10-year Reseller Agreements were executed on 25 August 2020. The extension fee is capitalised as the Reseller Agreements will deliver future economic benefits and these benefits can be reliably measured. The extension fee has a finite life and is amortised on a straight-line basis matched to the economic benefits over the useful life of the Reseller Agreements of 10 years and is also tested for impairment indicators. Note 13. Trade and other payables Consolidated 2026 2025 $'000 $'000 Trade creditors 6,080 7,497 GST Payable 2,267 1,814 Sundry creditors and accrued expenses 12,330 7,654 Employee benefits 2,682 1,851 Deferred revenue (note 2(b)) 8,168 922 Financial liability for prize draws (note 2(b)) 5,440 - Customer funds payable (note 6) 12,126 14,344 Total 49,093 34,082 108 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 109 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 110 Jumbo Interactive Annual Report 2026 Note 13. Trade and other payables (continued) (a) Recognition and measurement Trade and other payables These amounts represent liabilities for goods and services provided to the Group prior to the end of the financial year and w hich are unpaid. Due to their short-term nature they are measured at amortised cost and are not discounted. The amounts are unsecured and have 7 to 31 day payment terms. Employee benefits Liabilities for wages and salaries, including non-monetary benefits, annual leave and accumulating sick leave expected to be settled within 12 months of the end of the reporting period are recognised in other liabilities in respect of employees’ serv ices rendered up to the end of the reporting period and are measured at amounts expected to be paid when the liabilities are settled. Liabilities for non-accumulating sick leave are recognised when leave is taken and measured at the actual rates paid or payable. Superannuation Employees have defined contribution superannuation funds. Contributions are recognised as an expense as they become payable. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in future payments is available. Termination benefits Termination benefits are payable when employment is terminated before the retirement date, or when an employee accepts voluntary redundancy in exchange for these benefits. The Group recognises termination benefits as an expense and a liability on the earlier of when the Group: • can no longer withdraw the offer and the benefits; and • recognises costs for restructuring under AASB 137 Provisions, Contingent Liabilities and Contingent Assets and which involves the payment of termination benefits. Benefits falling due more than 12 months after the end of the reporting period are discounted to present value. Note 14. Employee benefits Consolidated 2026 2025 $'000 $'000 Current liabilities Long service leave 1,074 911 Non-current liabilities Long service leave 301 221 Jumbo Interactive Annual Report 2026 111 Note 14. Employee benefits (continued) (a) Recognition and measurement Long service leave The liability for long service leave not expected to be settled within 12 months of the reporting date are measured at the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on high quality corporate bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows. Note 15. Provisions Consolidated 2026 2025 $'000 $'000 Non-current liabilities Lease make good 470 449 The lease make good provision represents the present value of the estimated costs to make good the premises leased by the Group at the end of the respective lease terms. (a) Movements in provisions Movements in each class of provision during the current financial year, other than employee benefits, are set out below: Make good Other Total 2026 $'000 $'000 $'000 Carrying amount at 1 July 2025 449 - 449 Additional provisions recognised - - - Payments - - - Unwinding of interest 21 - 21 Carrying amount at 30 June 2026 470 - 470 2025 Carrying amount at 1 July 2024 300 263 563 Additional provisions recognised 447 - 447 Payments (300) (263) (563) Unwinding of interest 2 - 2 Carrying amount at 30 June 2025 449 - 449 110 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 111 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 112 Jumbo Interactive Annual Report 2026 Note 15. Provisions (continued) (b) Recognition and measurement Provisions are recognised when the Group has a present (legal or constructive) obligation as a result of a past event, it is probable the Group will be required to settle the obligation, and a reliable estimate can be made of the amount of the obligation. The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the reporting date, taking into account the risks and uncertainties surrounding the obligation. If the time value of money is material, provisions are discounted using a current pre-tax rate specific to the liability. The increase in the provision resulting from the passage of time is recognised as a finance cost. Note 16. Lease liabilities Consolidated 2026 2025 $'000 $'000 Current liabilities Lease liability 1,516 1,047 Non-current liabilities Lease liability 15,092 13,624 Future lease payments Future lease payments are due as follows: Not later than one year 2,257 1,724 Later than one and not later than five years 9,495 6,996 Later than five years 8,454 9,627 Total 20,206 18,347 (a) Recognition and measurement A lease liability is recognised at the commencement date of a lease. The lease liability is initially recognised at the present value of the lease payments to be made over the term of the lease, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the Group's incremental borrowing rate. Lease payments comprise of fixed payments less any lease incentives receivable, variable lease payments that depend on an index or a rate, amounts expected to be paid under residual value guarantees, exercise price of a purchase option when the exercise of the option is reasonably certain to occur, and any anticipated termination penalties. The variable lease payments that do not depend on an index or a rate are expensed in the period in which they are incurred. Lease liabilities are measured at amortised cost using the effective interest method. The carrying amounts are remeasured if there is a change in the following: future lease payments arising from a change in an index or a rate used; residual guarantee; lease term; certainty of a purchase option and termination penalties. When a lease liability is remeasured, an adjustment is made t o the corresponding right-of use asset, or to profit or loss if the carrying amount of the right-of-use asset is fully written down. Except for short-term leases and leases of low-value assets, right-of-use assets and corresponding lease liabilities are recognised in the Statement of Financial Position. Straight-line operating lease expense recognition is replaced with a depreciation charge for the right-of-use assets (included in operating costs) and an interest expense on the recognised lease liabilities (included in finance costs). For classification within the Statement of Cash Flows, the interest portion is disclosed in operating activities and the principal portion of the lease payments are separately disclosed in financing activities. Jumbo Interactive Annual Report 2026 113 CAPITAL AND FINANCIAL RISK MANAGEMENT In this section Capital and financial risk management provides information about the capital management practices of the Group and shareholder returns for the year, discusses the Group’s exposure to various financial risks, explains how these affect the Gr oup’s financial position and performance and what the Group does to manage these risks. CAPITAL AND FINANCIAL RISK MANAGEMENT Note 17. Capital risk management 113 Note 18. Dividends 114 Note 19. Issued capital 115 Note 20. Reserves 116 Note 21. Borrowings 116 Note 22. Financial risk management 117 Note 17. Capital risk management Consolidated Consolidated 2026 2025 $'000 $'000 Total borrowings1 95,178 14,671 Total cash and cash equivalents - general account balances (note 6) 35,950 65,542 Net debt / (asset) 59,228 (50,871) Total equity 133,715 121,698 Total capital 192,943 121,698 Gearing ratio 31% 0% 1 Includes: bank loans drawn at the year-end (excluding bank guarantees and commercial credit cards); and lease liability balances. The Group’s objective is to maintain a strong capital base so as to maintain investor, creditor and market confidence and sustain future development of the business. The Group monitors its capital structure by reference to its capital management framework and strategy. The gearing ratio is calculated as total net debt divided by total capital. Net debt is calculated as total borrowings less c ash and cash equivalents (up to a minimum of zero). Total capital is net debt plus total equity. The Group's approach to capital management remained consistent throughout the year ended 30 June 2026 . Capital management activities focused on the timely settlement of external obligations and maintaining compliance with all applicable debt covenants. Following the substantial debt drawn to fund the Dream Giveaways acquisitions (note 23), the Group revised its dividend policy to preserve sufficient liquidity for debt repayment. Under the revised policy, the dividend payout ratio has been set within a range of 30% to 50% of statutory net profit after tax (NPAT). The Group will also continue its on-market share buy-back originally announced on 26 August 2022. 112 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 113 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 114 Jumbo Interactive Annual Report 2026 Note 18. Dividends (a) Ordinary shares Consolidated 2026 2025 $'000 $'000 Final fully franked ordinary dividend of 30.5 cents (2025: 27.5 cents) per ordinary share franked at the tax rate of 30% (2025: 30%) 19,017 17,296 Interim fully franked ordinary dividend of 12.0 cents (2025: 24.0 cents) per ordinary share franked at the tax rate of 30% (2025: 30%) 7,600 15,024 Total dividends paid or provided for in cash 26,617 32,320 (b) Dividends not recognised at the end of the reporting period Consolidated 2026 2025 $'000 $'000 Since year end, the Directors have recommended the payment of a final 2026 fully franked ordinary dividend of 15.0 (2025: 30.5) cents per share franked at the rate of 30% (2025: 30%). The aggregate amount of the proposed dividend expected to be paid on 17 September 2026 (2025: 16 September 2025), but not recognised as a liability at year end, is: 9,503 19,017 (c) Franked dividends Consolidated 2026 2025 $'000 $'000 The franked portions of dividends paid and recommended after 30 June 2026 will be franked out of existing franking credits or out of franking credits arising from the payment of income tax in the year ending 30 June 2026. Franking credits available for subsequent financial years based on a tax rate of 30% (2025: 30%). 30,991 27,038 The above amounts represent the balance of the franking account as at the end of the financial year, adjusted for: • franking credits that will arise from the payment of the amount of the provision for income tax at the reporting date • franking debits that will arise from the payment of dividends recognised as a liability at the reporting date The impact on the franking account of the dividends paid and recommended by the Directors since the end of the reporting peri od but not recognised as a liability at the reporting date, will be a reduction in the franking account of $4,072,000 (2025: $8,150,000). (d) Recognition and measurement Dividends are recognised when declared during the financial year and no longer at the discretion of the Company. Jumbo Interactive Annual Report 2026 115 Note 19. Issued capital Consolidated 2026 2025 2026 2025 Shares Shares $'000 $'000 Ordinary shares - fully paid 63,351,538 62,351,670 81,082 71,386 (a) Movements in ordinary share capital Details Date Shares $'000 Balance 1 July 2024 62,968,330 79,231 On-market share buy-back 1 July 2024 - 30 June 2025 (646,409) (7,845) Share issue (in escrow) 30 June 2025 29,749 - Balance 30 June 2025 62,351,670 71,386 On-market share buy-back 1 July 2025 - 30 June 2026 (38,641) (436) Share issue on acquisition of DCG UK (note 23) 14 October 2025 1,012,161 10,132 Share issue on performance rights exercised 1 July 2025 - 30 June 2026 4,339 - Share issue (STI25 in escrow) 30 June 2026 22,009 - Balance 30 June 2026 63,351,538 81,082 Issued capital represents the amount of consideration received for securities issued or paid for securities bought back by th e Company. Costs directly attributable to the issue of new shares or options are deducted from the consideration received, net of income taxes. On various dates during the period, the share buy-back was completed on-market. (b) Ordinary shares Ordinary shares entitle the holder to participate in dividends and the proceeds on the winding up of the company in proportio n to the number of and amounts paid on the shares held. The fully paid ordinary shares have no par value and the company does not have a limited amount of authorised capital. On a show of hands every member present at a meeting in person or by proxy shall have one vote and upon a poll each share shall have one vote. (c) Equity rights Details of the employee Equity Rights Plan, including details of rights and options issued, exercised and lapsed during the financial year and rights and options outstanding at the end of the financial year are set out in the Remuneration Report and note 29 'Share-based payments'. (d) Recognition and measurement Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of new shares or options are shown in equity as a deduction, net of tax, from the proceeds. 114 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 115 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 116 Jumbo Interactive Annual Report 2026 Note 20. Reserves Consolidated 2026 2025 $'000 $'000 Foreign currency reserve 2,582 8,998 Share-based payments reserve 8,989 8,209 Available-for-sale financial asset reserve (2,302) (2,302) Total 9,269 14,905 (a) Foreign currency reserve The reserve is used to recognise exchange differences arising from the translation of the financial statements of foreign operations to Australian dollars. It is also used to recognise gains and losses on hedges of the net investments in foreign operations. (b) Share-based payments reserve The share-based payments reserve records items recognised as expenses on the fair value of share-based remuneration provided to employees. This reserve can be reclassified as retained earnings if options lapse. (c) Profits appropriation reserve The profits appropriation reserve records accumulated profits available for distribution at the Directors’ discretion. In Jun e 2010, there was a change in the test for payment of dividends from a ‘profit test’ to ‘solvency test’ (s254T Corporations Act 2001), and the profits appropriation reserve was established to ensure the accumulated losses up until then were ‘ring-fenced’ and that future profits were available for distribution, in particular for dividend payments (see note 25). Note 21. Borrowings (a) Facilities with Banks Consolidated 2026 2025 $'000 $'000 Total facilities Commercial credit cards 300 300 Bank loans 120,000 50,000 Bank guarantees 5,000 5,000 Total 125,300 55,300 Drawn down at the reporting date Commercial credit cards 129 93 Bank loans 78,570 - Bank guarantees 4,055 4,485 Total 82,754 4,578 Undrawn at the reporting date Commercial credit cards 171 207 Bank loans 41,430 50,000 Bank guarantees 945 515 Total 42,546 50,722 Jumbo Interactive Annual Report 2026 117 Note 21. Borrowings (continued) (a) Facilities with banks (continued) The facilities are provided by Australia and New Zealand Banking Group Limited subject to general and specific terms and conditions being set and met periodically. The bank loan facility is subject to standard commercial terms and conditions, including loan covenants. During the year ended 30 June 2026, the facility was increased to $120 million. The facility has a three-year term, with repayment due at maturity in October 2028. Interest on drawn amounts is charged at variable rates based on the applicable benchmark rate plus a margin. The facilities are available for general working capital purposes and to support the Group’s ongoing operations and were rene wed during the period. Loan covenants Under the terms of the major bank loan facility Australia and New Zealand Banking Group Limited, the Group is required to com ply with the following financial covenants on any date in respect of each 12-month period ending on that date: the Net Leverage Ratio must not exceed 3:1; and the Interest Cover Ratio is not less than 2:1. The financial covenants must be tested at the end of each annual and half-year reporting period. The Group has complied with these covenants throughout the year ended 30 June 2026. (b) Assets pledged as security The bank facilities are secured by a fixed and floating charge over all the Australian assets of the Group. (c) Defaults and breaches There have been no defaults or breaches during the financial year ended 30 June 2026. Note 22. Financial risk management The Group has exposure to a variety of financial risks including market risk (foreign exchange risk and interest rate risk), credit risk and liquidity risk. Financial risk management is performed by a central treasury function on behalf of the Group under the Treasury Policy approved by the Board annually. Speculative activities are strictly prohibited. Compliance with the Treasury Policy is monitored on an ongoing basis through regular reporting to the Board. There is a risk that any future economic downturn could reduce disposable income and consequently may impact customer spending levels. (a) Market risk Market risk is the risk that adverse movements in foreign exchange and interest rates will affect the Group’s financial perfo rmance or the value of its holdings of financial instruments. The Group measures market risk using cash flow at risk. The objective of risk management is to manage the market risks inherent in the business to protect profitability and return on assets. (i) Foreign exchange risk Exposure to foreign exchange risk Foreign currency risk can only arise on financial instruments that are denominated in a currency other than the functional currency in which they are measured. Translation-related risks are therefore not included in the assessment of the Group’s exposure to 116 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 117 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 118 Jumbo Interactive Annual Report 2026 Note 22. Financial risk management (continued) (a) Market risk (continued) (i) Foreign exchange risk (continued) currency risks. Translation exposures arise from financial and non-financial items held by an entity (e.g. a subsidiary or parent Company) with a functional currency different from the Group’s presentation currency. Risk management The Group's treasury function monitors the Group’s exposure regularly and utilise the spot market to buy and sell specified amounts of foreign currency to manage translation-related risk. Transactional risks are managed predominantly within the Group’s pricing policies through the regular review of prices in foreign currency. Sensitivity on foreign exchange risk Group's entities largely operate in their functional currencies Australia Dollar (AUD), Great British Pound (GBP), Canadian D ollar (CAD), United States Dollar (USD) or Fiji Dollar (FJD). None of the entities within the Group had material balances at the year ended 30 June 2026 or transactions incurred during this year in currencies other than their functional currency, except for: • external debt drawn by the parent Company to fund Dream Giveaways acquisitions denominated in GBP and USD currencies; • intercompany loans between the parent Company and Jumbo Interactive UK Limited denominated in GBP; • intercompany loans between the parent Company and Jumbo Interactive USA, Inc. denominated in USD. Translation exposures arising from external debt and intercompany loans, denominated in other than reporting currency, are recognised in other gains/ (losses) in the consolidated statement of profit and loss and other comprehensive income. The Group’s currency exposure expressed in Australian dollar at the year-ended 30 June is as follows: 2026 2026 2025 2025 US$'000 GBP'000 US$'000 GBP'000 Financial assets Intra-group loans receivable 52,252 55,474 - - Financial liabilities Borrowings (16,747) (61,823) - - Intra-group loans payable - - - (15,988) Net financial assets/ (liabilities) 35,505 (6,349) - (15,988) If the USD and GBP change against the AUD by +/- 10% with all other variables including tax rate being held constant, the effects arising from the net financial liability/asset (excluding equity instruments) that are exposed to currency risk will be as fo llows: Effect on (before profit tax) Effect on (before equity tax) 2026 2025 2026 2025 USD against AUD - Strengthened by 10% (3,228) - - - - Weakened by 10% 3,945 - - - GBP against AUD - Strengthened by 10% 577 1,453 - - - Weakened by 10% (705) (1,776) - - Jumbo Interactive Annual Report 2026 119 Note 22. Financial risk management (continued) (a) Market risk (continued) (ii) Interest rate risk Exposure to interest rate risk The interest rate risk mainly arises from long-term borrowings with variable rates, which expose the Group to cash flow interest rate risk. At 30 June 2026 the Group had $78,570,000 borrowings at variable rates (2025: nil). The Group’s borrowings were mainly denominated in GB pounds and US dollars. Interest on drawn amounts is charged at variable rates based on the applicable benchmark rate plus a margin. The Group's borrowings and receivables are carried at amortised cost. The Group also has interest bearing assets and therefore its income and operating cash flows are subject to changes in market interest rates. At the reporting date, the Group has exposure to the following interest rates in relation to borrowings and interest-bearing assets: Consolidated Consolidated Rate1 2026 Rate1 2025 % $'000 % $'000 Financial assets Deposits in cash (note 6) 2.00 48,076 2.64 79,886 Financial liabilities Borrowings (note 21) 5.77 78,570 - - 1weighted average interest rate Risk management The Group manages cash flow interest rate risk by using term deposits with banks for various periods. There were no outstandi ng term deposits at 30 June 2026 (2025: nil). Sensitivity on interest rate risk The following table summarises the gain/(loss) impact of a 200 basis points (bps) interest rate change on net profit and equi ty before tax, with all other variables remaining constant, as at 30 June 2026 and comparative period: Consolidated Consolidated effect on (before profit tax) effect on (before equity tax) 2026 2025 2026 2025 200 bps increase in interest rates (609) 1,598 (609) 1,598 200 bps decrease in interest rates 609 (1,598) 609 (1,598) (b) Credit Risk Credit risk is the risk of financial loss to the Group if a customer or counterparty to a financial instrument fails to meet its contractual obligations. Credit risk arises principally from cash and cash equivalents and trade and other receivables. The maximum exposure to credit risk, excluding the value of any collateral or other security, at the end of the reporting per iod to recognised financial assets, is the carrying amount, net of any provisions for impairment of those assets, as disclosed in the statement of financial position and notes to the financial statements. Assets are pledged as security as detailed in note 21. Credit risk is managed on a Group basis through the Board approved Treasury Policy and is reviewed regularly by the Board. 118 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 119 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 120 Jumbo Interactive Annual Report 2026 Note 22. Financial risk management (continued) (b) Credit risk (continued) The Board monitors credit risk by actively assessing the rating quality and liquidity of counter parties: Surplus funds are only invested with banks and financial institutions with a Standard and Poor’s rating of no less than A and to a limited amount at any one financial institution; All potential customers are rated for credit worthiness taking into account their size, market position and financial standing, and the risk is measured using debtor aging analysis; and Customers that do not meet the Group’s strict credit policies may only purchase in cash or using recognised credit cards. (i) Trade receivables The Group applies the AASB 9 simplified model of recognising lifetime expected credit losses for all trade receivables as the se items do not have a significant financing component. In measuring the expected credit losses, the trade receivables have been assessed on a collective basis as they possess shared credit risk characteristics. They have been grouped based on the days past due and also according to the geographical locatio n of customers. The expected loss rates are based on the payment profile for sales over the past 60 months before 30 June 2026 and 30 June 2025 respectively as well as the corresponding historical credit losses during that period. The historical rates are adjusted to reflect current and forecast expected losses. Trade receivables are written off (i.e., derecognised) when there is no reasonable expectation of recovery. Failure to make payments within 180 days from the invoice date and failure to engage with the Group on alternative payment arrangement amongst other is considered indicators of no reasonable expectation of recovery. Trade receivables days past due 30 June 2026 $'000s Current 1-30 days 31-60 days 61-90 days >90 days Total Expected credit loss rate 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Gross carrying amount 3,490 357 6 32 12 3,897 Lifetime expected credit loss $ - - - - - - Trade receivables days past due 30 June 2025 $'000s Current 1-30 days 31-60 days 61-90 days >90 days Total Expected credit loss rate 0.00% 0.00% 0.00% 0.00% 52.08% 0.54% Gross carrying amount 3,930 359 256 40 48 4,633 Lifetime expected credit loss $ - - - - (25) (25) (c) Liquidity risk Liquidity risk is the risk that the Group will encounter difficulties in meeting the obligations associated with its financial liabilities. The Group manages liquidity risk by monitoring forecast cash flows and ensuring that adequate cash balances are main tained to meet its liabilities when due. The following table summarises the contractual timing of undiscounted cash flows of financial instruments: 2026 Less than 1 year Between 1 and 2 years Between 3 and 5 years Over 5 years Total $'000 $'000 $'000 $'000 $'000 Financial assets Cash and cash equivalents 48,076 - - - 48,076 Trade and other receivables2 5,090 - - - 5,090 Other current assets 256 - - - 256 Total 53,422 - - - 53,422 Jumbo Interactive Annual Report 2026 121 Note 22. Financial risk management (continued) (c) Liquidity risk (continued) 2026 Less than 1 year Between 1 and 2 years Between 3 and 5 years Over 5 years Total $'000 $'000 $'000 $'000 $'000 Financial liabilities Borrowings 4,533 4,533 79,762 - 88,828 Trade and other payables3 46,826 - - - 46,826 Provisions - - - 703 703 Lease liabilities1 2,257 2,277 7,218 8,454 20,206 Contingent consideration 24,727 - - - 24,727 Total 78,343 6,810 86,980 9,157 181,290 2025 Financial assets Cash and cash equivalents 79,886 - - - 79,886 Trade and other receivables2 5,069 - - - 5,069 Other current assets 331 - - - 331 Total 85,286 - - - 85,286 Financial liabilities Trade and other payables3 32,268 - - - 32,268 Provisions - - - 703 703 Lease liabilities1 1,724 1,759 5,237 9,627 18,347 Total 33,992 1,759 5,237 10,330 51,318 1Weighted average interest rate 4.72% (2025: 4.48%). 2Trade and other receivables, excluding prepayments. 3Trade and other payables, excluding GST payables. Reconciliation of liabilities arising from financing activities: Non-cash changes Balance at 1 July Proceeds from borrowings Principal payments Interest payments Additions during the year Disposal/ Modification of lease liability Acquisition arising from business combinations Interest expense Foreign exchange movement Balance at 30 June $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 2026 Borrowings - 118,377 (33,672) (3,970) - - - 4,173 (6,338) 78,570 Lease liabilities 14,671 - (1,336) (771) 736 (304) 3,113 771 (272) 16,608 14,671 118,377 (35,008) (4,741) 736 (304) 3,113 4,944 (6,610) 95,178 2025 Lease liabilities 2,477 - (1,444) (144) 13,593 - - 144 45 14,671 2,477 - (1,444) (144) 13,593 - - 144 45 14,671 120 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 121 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 122 Jumbo Interactive Annual Report 2026 Note 22. Financial risk management (continued) (d) Fair value hierarchy The fair value of cash, cash equivalents and non-interest-bearing financial assets and liabilities approximates their carrying value due to their short-term maturity. The fair value of financial instruments that are not traded in an active market (for example, unlisted investments) are determined using valuation techniques. The valuation techniques maximise the use of observable market data where possible and rely as li ttle as possible on entity specific estimates. The following tables detail the consolidated entity's assets and liabilities, measured or disclosed at fair value, using a th ree-level hierarchy, based on the lowest level of input that is significant to the entire fair value measurement, being: • Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities that the entity can access at the measurement date • Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly • Level 3: Unobservable inputs for the asset or liability Level 1 Level 2 Level 3 Total $'000 $'000 $'000 $'000 Consolidated - 2026 Contingent consideration - - 22,420 22,420 Consolidated - 2025 Contingent consideration - - - - The carrying amounts of trade and other receivables and trade and other payables are assumed to approximate their fair values due to their short- term nature. The fair value of the contingent consideration at 30 June 2026 represented the unsettled balance in relation to Dream Giveaways UK acquisition. Please refer to note 23 for details. Level 3 assets and liabilities Movements in level 3 assets and liabilities during the current and previous financial year are set out below: 2026 2025 Contingent consideration at FVTPL $'000 $'000 Balance at 1 July - 3,432 Contingent consideration at FVTPL on acquisition date (note 23) 22,994 - Change in contingent consideration at fair value/earnout paid - (3,543) Unwind interest expense on earn-out 942 - Effects of movements in foreign exchange recognised in other comprehensive income (gain)/loss (1,516) 111 Balance at 30 June 22,420 - Jumbo Interactive Annual Report 2026 123 GROUP STRUCTURE In this section Group structure provides information about particular subsidiaries and associates and how changes have affected the financial position and performance of the Group. GROUP STRUCTURE Note 23. Business combinations 124 Note 24. Interests in subsidiaries 130 Note 25. Parent entity information 132 122 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 123 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 124 Jumbo Interactive Annual Report 2026 Note 23. Business combinations (a) Acquisition of Dream Car Giveaways UK On 14 October 2025, the Group acquired 100% of the Dream Car Giveaways group of companies (DGC UK or Dream Giveaways UK) via its fully controlled subsidiary Jumbo Interactive UK Limited for GBP 64,862,000 ($133,270,000). Dream Giveaways UK is a leading B2C brand and digital market proposition in the UK prize draw market, where customers can participate to win prizes such as cars, cash, property and lifestyle products. Dream Giveaways UK is an established and trust ed digital prize draw competition platform. As a result of the acquisition, the Group is expected to broaden its footprint in the UK b y establishing a business-to-consumer (B2C) presence in the market, which aligns with the Group’s strategy to diversify outside of the Australian lottery retailing segment. The Group prepared the acquisition accounting of Dream Giveaways UK on provisional basis. Details of the consideration paid, the assets acquired and liabilities assumed and the effects on the cash flows of the Group at the acquisition date are as follows: Fair value recognised on acquisition date Adjustments1 Fair value recognised on acquisition date (Reported at 31 December 2025) (Provisional) $'000 $'000 $'000 (i) Purchase consideration Cash paid on completion 100,357 - 100,357 Equity issued 9,919 - 9,919 Contingent consideration at FVTPL 22,994 - 22,994 Total consideration for the business 133,270 - 133,270 (ii) Fair value of identifiable assets and liabilities at acquisition date: Cash and cash equivalents 25,478 190 25,668 Trade and other receivables 388 (33) 355 Prepaid insurance (note 32) 5,118 (5,118) - Other prepayments 58 (5) 53 Inventories 9,489 (271) 9,218 Corporate tax asset 491 (155) 336 Property, plant and equipment 187 18 205 Right of use assets (see (vi) below) 1,477 (5) 1,472 Customer contracts and relationships (note 10) 79,532 - 79,532 Trademarks (note 10) 19,225 - 19,225 Software (note 10) 6,843 - 6,843 Other intangibles 104 (104) - Trade and other payables (3,368) 16 (3,352) Contingent liability on insurance (note 32) (5,118) 5,118 - Dream Points liability (see (vi) below) (1,686) 700 (986) Deferred revenue (see (vi) below) (878) 878 - Financial liability for prize draws (see (vi) below) - (1,233) (1,233) Lease liabilities (see (vi) below) (1,477) 5 (1,472) Deferred tax liability (see (vi) below) (20,032) 149 (19,883) Total identifiable net assets 115,831 150 115,981 Goodwill on consolidation (note 10) 17,439 (150) 17,289 DCG UK acquisition at fair value 133,270 - 133,270 1 DCG UK was acquired in mid-October 2025. The HY26 reporting reflected a provisional assessment based on information available at that time. Following a detailed review of the acquired balance sheet and income statement, the acquisition accounting has been updated to reflect additional information relating to facts and circumstances that existed at the acquisition date. Jumbo Interactive Annual Report 2026 125 Note 23. Business combinations (continued) (a) Acquisition of Dream Car Giveaways UK (continued) (iii) Effect on cash flows of the Group $'000 Cash consideration paid 100,357 Cash acquired on acquisition (25,668) Cash outflow on acquisition 74,689 (iv) Acquisition-related costs $'000 Acquisition costs charged to expenses 2,147 Acquisition-related costs of $2,147,000 are included in “Consultancy and legal expenses” in the consolidated statement of profit or loss and other comprehensive income and in operating cash flows in the consolidated statement of cash flows. (v) Contingent consideration The contingent consideration arrangement requires the Group to pay post 31 December 2026 up to an additional GBP 12,000,000 in cash to the Dream Car Giveaways UK vendors if certain revenue growth and earnings hurdles are met. The fair value of the contingent consideration on acquisition date was estimated to the amount of GBP 11,158,000 ($22,994,000 at foreign exchange rate on acquisition date) and was estimated by calculating the face value of the estimated earnout payable based on the assumed probability-adjusted profit in Dream Giveaways UK for the relevant period, discounted at 6% per annum. This is a Level 3 fair value measurement. $'000 Contingent consideration at FVTPL As at acquisition date 22,994 Unwinding of interest 942 Unrealised foreign exchange currency gain through other comprehensive income (1,516) As at 30 June 2026 22,420 The unpaid consideration balance is included in ‘Contingent consideration at fair value ’ line in the statement of financial position. (vi) Identifiable net assets acquired Intangible assets identified Customer relationships, trademarks and developed software have been identified as separately identifiable intangible assets. The fair value of these assets has been valued by an independent valuer using the multi-period excess earnings method (MEEM) for customer relationships and relief from royalty method for trademarks and software, with a cost to recreate method cross checked to estimate the fair value of the software. The useful life for these assets estimated as follows: • Customer relationships – 10 years • Trademarks – 20 years • Software – 3 years 124 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 125 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 126 Jumbo Interactive Annual Report 2026 Note 23. Business combinations (continued) (a) Acquisition of Dream Car Giveaways UK (continued) (vi) Identifiable net assets acquired (continued) Dream Points liability Dream Points liability relates to promotional incentives or loyalty credits that could be used for future competition entries (“Dream Points”) and is recognised as contract liability, representing an obligation to provide competition entries at the custome r’s discretion. Dream Points liability is measured at fair value on acquisition date. The fair value of Dream Points is determine d as the present value of expected redemptions, reflecting the obligation to provide competition entries at the customer’s disc retion. Deferred revenue Cash collected from ticket sales during the campaign period is recognised as a liability on the balance sheet and released to revenue in the profit and loss statement on the draw date when the winner is announced. Therefore, as at the acquisition date , the deferred revenue balance included amounts collected for draws that commenced pre-acquisition and will conclude post- acquisition, less contract liability for the prize money payable on open draws on acquisition date. Where the estimated customer prize liability on open draws exceeds the cash collected from ticket sales at the reporting date, the full cash collected on those draws is allocated to the financial liability for prize draws, rather than recognised as deferred revenue. The $878k adjustment to deferred revenue represents the reallocation of ticket sales to the financial liability for prize draws for draws open on acquisition date, where ticket sales collected were less than the estimated prize liability. In accordance with AASB 3 – Business Combinations, deferred revenue must be revalued to fair value. This represents a Level 3 fair value measurement prepared on a provisional basis. Deferred tax liability Deferred liability balance mainly related to acquired customer relationships, estimated at 25% tax rate. Leases The Group acquired lease agreements in relation to the office rental. The right-of-use asset and lease liability have been remeasured based on expected minimum lease payments for the remaining 10-year lease period, considering extension options available, and discounted at the at the incremental borrowing rate (IBR) on acquisition date. Other net assets acquired The fair value of other assets and liabilities acquired approximated to their carrying value on account acquisition date. (vii) Goodwill The goodwill of $17,289,000 arising from the acquisition is attributable to the Dream Giveaways UK strong position and competitive advantage in the prize draw market in the UK and the synergies expected to arise from the economies of scale in combining the operations, marketing skills and technology of the Group with those Dream Giveaways UK. It is not deductible for tax purposes. (viii) Revenue and profit attribution Dream Giveaways UK contributed $35,145,000 revenue and $5,522,000 profit after tax to the Group's consolidated profit from ordinary activities for the period from 14 October 2025 to 30 June 2026. Jumbo Interactive Annual Report 2026 127 Note 23. Business combinations (continued) (b) Acquisition of Dream Giveaway US On 30 October 2025, the Group through its newly-incorporated US subsidiary Jumbo Interactive USA, Inc., has acquired DG Acquisition, Inc. – the holding company of the three companies (FN Funding, Inc., DG Motors, Inc. and RYNO.CO, Inc.) that collectively comprise the Dream Giveaway business (DG US or Dream Giveaways US). Dream Giveaways US develops and manages impactful promotional campaigns centred around desirable prizes, primarily in the automotive sector. The acquisition of Dream Giveaways US provides Jumbo with a B2C entry point into the US prize draw market. The Group prepared the acquisition accounting of Dream Giveaways US on provisional basis. Details of the consideration paid, the assets acquired and liabilities assumed and the effects on the cash flows of the Group at the acquisition date are as follows: Fair value recognised on acquisition date Adjustments Fair value recognised on acquisition date (Reported at 31 December 2025) (Provisional) $'000 $'000 $'000 (i) Purchase consideration Cash paid on completion 57,324 - 57,324 Working capital adjustment 942 - 942 Total consideration for the business 58,266 - 58,266 (ii) Fair value of identifiable assets and liabilities at acquisition date: Cash and cash equivalents 2,501 - 2,501 Trade and other receivables 22 - 22 Prepayments 210 - 210 Inventories (see (vi) below) 6,148 - 6,148 Corporate tax asset 337 389 726 Property, plant and equipment 225 - 225 Right of use assets (see (vi) below) 1,641 - 1,641 Customer contracts and relationships (note 10) 7,663 - 7,663 Trademarks (note 10) 5,144 - 5,144 Other intangibles 8 - 8 Trade and other payables (864) - (864) Financial liability for prize draws (see (vi) below) (645) (2,892) (3,537) Deferred revenue (see (vi) below) (7,287) 2,892 (4,395) Lease liabilities (see (vi) below) (1,641) - (1,641) Deferred tax liability (see (vi) below) (2,521) - (2,521) Total identifiable net assets 10,941 389 11,330 Goodwill on consolidation (note 10) 47,325 (389) 46,936 DG US acquisition at fair value 58,266 - 58,266 (iii) Effect on cash flows of the Group $'000 Cash consideration paid 58,266 Cash acquired on acquisition (2,501) Cash outflow on acquisition 55,765 126 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 127 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 128 Jumbo Interactive Annual Report 2026 Note 23. Business combinations (continued) (b) Acquisition of Dream Giveaway US (continued) (iv) Acquisition-related costs $'000 Acquisition costs charged to expenses 980 Acquisition-related costs of $980,000 are included in “Consultancy and legal expenses” in the consolidated statement of profit or loss and other comprehensive income and in operating cash flows in the consolidated statement of cash flows. (v) Contingent consideration In addition to cash consideration settled on acquisition date, the Group has paid additional $942,000 in relation to working capital settlement adjustment estimated on provisional basis. (vi) Identifiable net assets acquired Intangible assets identified Customer relationships and trademarks have been identified as separately identifiable intangible assets. The fair value of th ese assets has been valued by an independent valuer using the multi-period excess earnings method (MEEM) for customer relationships and relief from royalty method for trademarks. The useful life for these assets estimated on provisional basis is as follows: • Customer relationships – 5 years • Trademarks – 20 years Inventories Dream Giveaways US inventory comprises luxury exotic cars purchased as prizes for competitions. While some cars are brand new, a significant portion consists of classic vintage cars for which market values are not readily available. Therefore, an exter nal valuation was performed by an independent valuer certified to value automotive commodities. Contract liability The contract liability relates to prize costs for draws that had closed as at the acquisition date, but where winners had not yet collected their prizes from Dream Giveaways US. The fair value of the contract liability equals the cost of the prizes. Deferred revenue Dream Giveaways US typically runs campaigns lasting 6-11 months. Cash collected from ticket sales during the campaign period is recognised as a liability on the balance sheet and released to revenue in the profit and loss statement on the draw date when the winner is announced. Therefore, as at the acquisition date, the deferred revenue balance included amounts collected for draws that commenced pre-acquisition and will conclude post-acquisition, less contract liability for the prize money payable on open draws on acquisition date. Where the estimated customer prize liability on open draws exceeds the cash collected from ticket sales at the reporting date, the full cash collected on those draws is allocated to the financial liability for prize draws, rather than recognised as deferred revenue. The $2,892k adjustment to deferred revenue represents the reallocation of ticket sales to the financial liability for prize draws for draws open on acquisition date, where ticket sales collected were less than the estimated prize liability. In accordance with AASB 3 – Business Combinations, deferred revenue must be revalued to fair value. Based on the valuation performed, the accounting deferred revenue opening balance was reduced by US$2.26m ($3.45m at the acquisition date exchange rate) as a fair value adjustment. This fair value adjustment will be released to revenue in line with the completion of draws during the post-acquisition period. This represents a Level 3 fair value measurement prepared on a provisional basis. Jumbo Interactive Annual Report 2026 129 Note 23. Business combinations (continued) (b) Acquisition of Dream Giveaway US (continued) (vi) Identifiable net assets acquired (continued) Deferred tax liability Deferred liability balance mainly related to acquired customer relationships and trademarks, estimated at 25.345% tax rate. Leases The Group acquired lease agreements in relation to the office rental. The right-of-use asset and lease liability have been remeasured based on expected minimum lease payments for the remaining 6.5-year lease period, considering extension options available, and discounted at the at the incremental borrowing rate (IBR) on acquisition date. Other net assets acquired The fair value of other assets and liabilities acquired approximated to their carrying value on account acquisition date. (vii) Goodwill The goodwill of $46,936,000 arising from the acquisition is attributable to the Dream Giveaways US strong position and broad opportunities in the large prize draw market in the US and the synergies expected to arise from the economies of scale in combining the operations, marketing skills and technology of the Group with those Dream Giveaways US. It is not deductible for tax purposes. (viii) Revenue and profit attribution Dream Giveaways US contributed $14,678,000 revenue and $2,195,000 profit after tax to the Group's consolidated profit from ordinary activities for the period from 30 October 2025 to 30 June 2026. (c) Revenue and profit attribution The acquired businesses contributed revenues of $49,823,000 and net profit of $7,717,000 to the Group from their respective acquisition dates to 30 June 2026. If the acquisition had occurred on 1 July 2025, consolidated pro-forma revenue and net profit for the year ended 30 June 2026 would have been $217,443,000 and $37,190,000 respectively. These amounts have been calculated using the subsidiary’s results and adjusting them for: • differences in the accounting policies between the Group and the subsidiary; • the additional depreciation and amortisation that would have been charged on the assumption that the fair value adjustments acquired intangible assets had applied from 1 July 2025, together with the consequential tax effects; and • The additional interest costs that would have been incurred on the assumption that external borrowings would have been drawn down on 1 July 2025 to fund the acquisition of the business. (d) Recognition and measurement The acquisition method of accounting is used to account for business combinations regardless of whether equity instruments or other assets are acquired. The consideration transferred is the sum of the acquisition-date fair values of the assets transferred, equity instruments issued or liabilities incurred by the acquirer to former owners of the acquiree and the amount of any non-controlling interest in the acquiree. For each business combination, the non-controlling interest in the acquiree is measured at either fair value or at the proportionate share of the acquiree's identifiable net assets. All acquisition costs are expensed as incurred to profit or loss. On the acquisition of a business, the Group assesses the financial assets acquired and liabilities assumed for appropriate classification and designation in accordance with the contractual terms, economic conditions, the Group's operating or accounting policies and other pertinent conditions in existence at the acquisition-date. 128 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 129 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 130 Jumbo Interactive Annual Report 2026 Note 23. Business combinations (continued) (d) Recognition and measurement (continued) Where the business combination is achieved in stages, the Group remeasures its previously held equity interest in the acquiree at the acquisition-date fair value and the difference between the fair value and the previous carrying amount is recognised in pr ofit or loss. Contingent consideration to be transferred by the acquirer is recognised at the acquisition-date at fair value. Subsequent changes in the fair value of the contingent consideration classified as an asset or liability is recognised in profit or loss. Contingent consideration classified as equity is not remeasured and its subsequent settlement is accounted for within equity. The difference between the acquisition-date fair value of assets acquired, liabilities assumed and any non-controlling interest in the acquiree and the fair value of the consideration transferred and the fair value of any pre-existing investment in the acquiree is recognised as goodwill. If the consideration transferred and the pre-existing fair value is less than the fair value of the identifiable net assets acquired, being a bargain purchase to the acquirer, the difference is recognised as a gain directly in profit or loss by the acquirer on the acquisition-date, but only after a reassessment of the identification and measurement of the net assets acquired, the non-controlling interest in the acquiree, if any, the consideration transferred and the acquirer's previously held equity interest in the acquirer. Business combinations are initially accounted for on a provisional basis. The acquirer retrospectively adjusts the provisiona l amounts recognised and also recognises additional assets or liabilities during the measurement period, based on new informati on obtained about the facts and circumstances that existed at the acquisition-date. The measurement period ends on either the earlier of (i) 12 months from the date of the acquisition or (ii) when the acquirer receives all the information possible to determine fair value. Note 24. Interests in subsidiaries The consolidated financial statements incorporate the assets, liabilities and results of the following subsidiaries in accord ance with the accounting policy described in note 31: Ownership interest Principal place of business / 2026 2025 Name Country of incorporation % % Direct subsidiaries of the ultimate parent entity Jumbo Interactive Limited: Benon Technologies Pty Ltd Australia 100.00% 100.00% TMS Global Services Pty Ltd Australia 100.00% 100.00% Jumbo Lotteries Pty Ltd Australia 100.00% 100.00% Jumbo Interactive Asia Pty Ltd Australia 100.00% 100.00% Jumbo Interactive de Mexico SA de CV Mexico 100.00% 100.00% Gatherwell Limited United Kingdom 100.00% 100.00% Jumbo Interactive UK Limited United Kingdom 100.00% 100.00% Stride Management Corp. Canada 100.00% 100.00% Jumbo Interactive USA, Inc. United States of America 100.00% 0% Subsidiaries of TMS Global Services Pty Ltd: TMS Global Services (NSW) Pty Ltd Australia 100.00% 100.00% TMS Global Services (VIC) Pty Ltd Australia 100.00% 100.00% TMS (Fiji) Pte Limited Fiji 100.00% 100.00% TMS (Fiji) On-Line Pte Limited Fiji 100.00% 100.00% Jumbo Lotteries North America, Inc. United States of America 100.00% 100.00% Jumbo Interactive Annual Report 2026 131 Note 24. Interests in subsidiaries (continued) Ownership interest Principal place of business / 2026 2025 Name Country of incorporation % % Subsidiaries of Jumbo Interactive UK Limited: StarVale Technical Systems Ltd United Kingdom 100.00% 100.00% StarVale Management & Technologies Ltd United Kingdom 100.00% 100.00% DDPay Ltd United Kingdom 100.00% 100.00% MDM Holdings (Midlands) Ltd United Kingdom 100.00% 0% Dream Car Giveaways Ltd United Kingdom 100.00% 0% Subsidiaries of Jumbo Interactive USA, Inc. DG Acquisition, Inc. United States of America 100.00% 0% FN Funding, Inc. United States of America 100.00% 0% DG Motors, Inc. United States of America 100.00% 0% RYNO.CO, Inc. United States of America 100.00% 0% (a) Principles of consolidation The consolidated financial statements comprise the financial statements of Jumbo Interactive Limited and its subsidiaries at 30 June each year (the Group). Subsidiaries are entities over which the Group has control. The Group has control over an entity when the Group is exposed to, or has rights to, variable returns from its involvement with the entity, and has the ability to use its power to affect those returns. Subsidiaries are consolidated from the date on which control is transferred to the Group and are deconsolidated from the date on which control ceases. All intercompany balances and transactions, including unrealised profits arising from intragroup transactions have been eliminated. Unrealised losses are also eliminated unless the transaction provides evidence of the impairment of the asset transferred. (b) Changes in ownership interests When the Group ceases to have control, joint control or significant influence, any retained interest in the entity is remeasu red to its fair value with the change in carrying amount recognised in the profit or loss. This fair value becomes the initial carr ying value for the purposes of subsequently accounting for the retained interest as an associate, joint venture or available-for-sale financial asset. In addition, any amount previously recognised in other comprehensive income in respect of that entity, is accounted for as if the Group had directly disposed of the relative assets or liabilities. This may mean that amounts previously recognised in other comprehensive income are reclassified to profit or loss. If the ownership interest in an associate or a joint venture is reduced, but significant influence or control is retained, only a proportionate share of the amounts previously recognised in other comprehensive income are reclassified to profit or loss, wh ere appropriate. 130 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 131 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 132 Jumbo Interactive Annual Report 2026 Note 25. Parent entity information Set out below is the supplementary information about Jumbo Interactive Limited, the parent entity. (a) Summary financial information Statement of profit or loss and other comprehensive income Parent 2026 2025 $'000 $'000 Profit after income tax 20,771 32,563 Total comprehensive income 20,771 32,563 Statement of financial position Total current assets 2,515 8,258 Total non-current assets 178,567 78,318 Total assets 181,082 86,576 Total current liabilities 26,092 14,782 Total non-current liabilities 78,570 4 Total liabilities 104,662 14,786 Equity Issued capital 81,082 71,386 Share-based payments reserve 8,989 8,209 Available-for-sale financial asset reserve (2,302) (2,302) Profits appropriation reserve (26,037) (26,037) Retained earnings 14,688 20,534 Total equity 76,420 71,790 (b) Guarantees The parent entity via its subsidiaries has provided guarantees to third parties in relation to the obligations of controlled entities in respect to banking facilities. The guarantees are for the terms of the facilities per note 21 'Borrowings' and are ongoing. The parent entity has also provided a guarantee in favour of Lotterywest in respect of payment obligations of a subsidiary company (TMS Global Services Pty Ltd). (c) Contractual commitments The parent entity had no contractual commitments for the acquisition of property, plant and equipment as at 30 June 2026 (2025: $Nil). (d) Contingent liabilities The parent entity has no contingent liabilities other than the guarantees referred to above. Jumbo Interactive Annual Report 2026 133 Note 25. Parent entity information (continued) (e) Recognition and measurement The financial information for the parent entity, Jumbo Interactive Limited, has been prepared on the same basis as the consolidated financial statements, except as set out below: Investments in subsidiaries and associates Investments in subsidiaries and associates are accounted for at cost in the financial statements of Jumbo Interactive Limited. Dividends received from associates are recognised in the parent entity’s income statement, rather than being deducted from the carrying amount of these investments. Tax consolidation Jumbo Interactive Limited and its wholly owned subsidiaries have implemented the tax consolidation legislation for the whole of the financial year. Refer to note 4 'Income tax' for details. 132 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 133 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 134 Jumbo Interactive Annual Report 2026 OTHER INFORMATION In this section Other information provides information on other items which require disclosure to comply with Australian Accounting Standards and other regulatory pronouncements however are not considered critical in understanding the financial performance or positio n of the Group. OTHER INFORMATION Note 26. Interests in associates 134 Note 27. Related party transactions 135 Note 28. Key management personnel disclosures 136 Note 29. Share-based payments 136 Note 30. Remuneration of auditors 140 Note 31. Summary of other significant accounting policy information 140 Note 26. Interests in associates Ownership interest Principal place of business / 2026 2025 Name Country of incorporation % % Unlisted shares Lotto Points Plus Inc New York, USA 30.90% 30.90% Lotto Points Plus Inc is an investment company, with its only investment being a 16.9% (2025: 16.9%) shareholding (non -voting) in Lottery Rewards Inc., USA which was dissolved on 30 November 2020. Recognition and measurement Associates are entities over which the Group has significant influence but not control or joint control. Associates are accou nted for in the parent entity financial statements at cost and the consolidated financial statements using the equity method of acc ounting. Under the equity method of accounting, the Group’s share of post-acquisition profits or losses of associates is recognised in consolidated profit or loss and the Group’s share of post-acquisition other comprehensive income of associates is recognised in consolidated other comprehensive income. The cumulative post-acquisition movements are adjusted against the carrying amount of the investment. Dividends received from associates are recognised in the parent entity’s profit or loss, while they reduce the carrying amount of the investment in the consolidated financial statements. When the Group’s share of post-acquisition losses in an associate exceeds its interest in the associate (including any long-term interests that form part of the Group’s net investment in the associates), the Group does not recognise further losses unless it has obligations to, or has made payments, on behalf of the associate. The financial statements of the associates are used to apply the equity method. The end of the reporting period of the associ ates and the parent are identical and both use consistent accounting policies. Jumbo Interactive Annual Report 2026 135 Note 27. Related party transactions Parent entity Jumbo Interactive Limited is the parent entity. Subsidiaries Interests in subsidiaries are set out in note 24. Associates Interests in associates are set out in note 26. Key management personnel Disclosures relating to key management personnel are set out in note 28 and the remuneration report included in the Directors' report. Transactions with related parties Transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other parties unless otherwise stated. The following transactions occurred with related parties: Consolidated 2026 2025 $ $ Mrs Julie Rosch, the mother of Mr Mike Veverka, the Managing Director, CEO and Founder of the Company, is engaged as a full-time employee within the Group. - Salary and superannuation 89,574 88,085 The Group rented an office from Sectant Pty Limited, an entity controlled by Mr. Mike Veverka, the Managing Director, CEO and Founder of the Company - Office rent - 14,921 Mr Xavier Bergade, a relative of Mr Mike Veverka, the Managing Director, CEO and Founder of the Company, is engaged as the CTO within Group: - Salary, superannuation and performance benefits1 729,982 576,715 1The CTO joined the Group in 2000 and established a familial connection in 2011. As a KMP, a detailed breakdown of the CTO’s benefits, including comparative year disclosures, is provided on page 66 and page 73 of the Remuneration Report. Receivables from and payables to related parties The following balances are outstanding at the reporting date in relation to transactions with related parties: Consolidated 2026 2025 $ $ Trade payables to Sectant Pty Limited (incl. GST) - 16,413 134 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 135 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 136 Jumbo Interactive Annual Report 2026 Note 27. Related party transactions (continued) Loans to/from related parties There were no loans to or from related parties at the current and previous reporting date. Terms and conditions All transactions between related parties are on normal commercial terms and conditions at market rates and no more favourable than those available to other parties unless otherwise stated. Note 28. Key management personnel disclosures Compensation The aggregate compensation made to Directors and other members of Executive KMP of the Group is set out below: Consolidated 2026 2025 $ $ Short-term employee benefits 2,907,275 2,512,610 Post-employment benefits 158,367 165,678 Long-term benefits 51,322 84,094 Share-based payments 835,817 416,058 3,952,781 3,178,440 Further information regarding the identity of Executive KMP and their compensation can be found in the audited Remuneration Report contained in the Directors’ Report. Note 29. Share-based payments Consolidated 2026 2025 $ $ Share-based payment expenses recognised during the financial year Rights issued under employee incentives scheme 779,788 461,623 (a) Employee option plan The Jumbo Interactive Limited Employee Option Plan was ratified at the annual general meeting held on 28 October 2008. Jumbo Interactive Annual Report 2026 137 Note 29. Share-based payments (continued) (a) Employee option plan (continued) Employees are invited to participate in the scheme from time to time. Options and rights vest when the volume weighted averag e share price over five consecutive trading days equals the exercise price and provided the staff member is still employed by the Group. When issued on exercise of options and rights, the shares carry full dividend and voting rights. Options and rights granted carry no dividend or voting rights. (b) Fair value of rights and options granted Short-Term Incentive (STI) On 11 November 2025 the Board granted to KMP 22,009 rights as part of STI25 plan. The indicative fair value of STI rights at grant date was determined by an independent valuer using the Black-Scholes option pricing model that takes into account the share price at grant date, exercise price, expected volatility, option life, expected dividends, and the risk-free rate. The inputs used for the Black-Scholes option pricing model for options granted during the year ended 30 June 2026 were as follows: Grant date Fair value Share price at grant date Exercise price Expected volatility Expected dividend yield Risk free rate % % % KMP STI rights 30 June 2025 11 November 2025 $9.96 $10.16 $0.00 45.29% 3.17% 3.69% Long-Term Incentive (LTI) During FY26, following a comprehensive review of executive remuneration approach, the Board approved an updated structure for LTI plans commencing from 1 July 2025 The Long-Term Incentive (LTI) structure will evolve from a 100% performance rights model to a more flexible, performance - leveraged design. Participants may elect to receive their LTI award as a combination of performance rights and premium -priced options, in 25% increments, subject to Board approval. LTI awards continue to be subject to the existing performance hurdles - Relative Total Shareholder Return and Underlying EPS Compound Annual Growth Rate. On 11 November 2025 the Board granted to KMP 24,097 rights and 535,930 premium options as part of LTI26 plan. The fair value of LTI rights an options at grant date was determined by an independent valuer using the Black-Scholes (for EPS components) and the Monte Carlo Simulation (for TSR component) option pricing models that takes into account the share price at grant date, exercise price, expected volatility, option life, expected dividends, and the risk-free rate. The inputs used for the Black-Scholes and Monte Carlo Simulation option pricing models for rights and options granted during the year ended 30 June 2026 were as follows: Grant Date Fair value Share price at grant date Exercise price Expected volatility Expected dividend yield Risk free rate % % % KMP LTI26 rights - TSR1,2 11 November 2025 $6.70 $10.16 $0.00 45.29% 3.17% 3.69% KMP LTI26 rights - EPS1,3 11 November 2025 $8.44 $10.16 $0.00 45.29% 3.17% 3.69% KMP LTI26 options - TSR1,2 11 November 2025 $1.87 $10.16 $15.457 45.29% 3.17% 3.69% KMP LTI26 options - EPS1,3 11 November 2025 $10.77 $10.16 $15.457 45.29% 3.17% 3.69% 1 LTI rights are granted for no consideration and LTI options have exercise price of $15.457, have a vesting term until 22 September 2028, and are exercisable when the vesting terms and conditions have been met. 2 Monte Carlo Simulation pricing model. 3 Black-Scholes pricing model. Expected volatility was determined based on the historic volatility (based on the remaining life of the right), adjusted for any expected changes to future volatility based on publicly available information. 136 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 137 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 138 Jumbo Interactive Annual Report 2026 Note 29. Share-based payments (continued) (b) Fair value of rights and options granted (continued) Details of options and rights outstanding during the financial year are as follows: 2026 Balance at Granted Exercised Lapsed/ Balance at Exercise the start of during during forfeited/ the end of Grant date Scheme Expiry date price the year the year the year other the year 10 November 20221 LTI23 rights 14 September 2026 $0.00 93,120 - (4,339) (77,796) 10,985 9 November 20232 LTI24 rights 14 September 2027 $0.00 83,241 - - (8,262) 74,979 8 November 20243 LTI25 rights 14 September 2028 $0.00 74,300 - - - 74,300 11 November 2025 STI25 rights 30 June 2026 $0.00 - 22,009 (22,009) - - 11 November 20254 LTI26 rights 22 September 2031 $0.00 - 24,097 - - 24,097 11 November 20254 LTI26 options 22 September 2031 $15.457 - 535,930 - - 535,930 Total 250,661 582,036 (26,348) (86,058) 720,291 1LTI23 relating to the performance period 1 July 2022 to 30 June 2023 and approved by shareholders and Directors at the 2022 AGM 2LTI24 relating to the performance period 1 July 2023 to 30 June 2024 and approved by shareholders and Directors at the 2023 AGM 3LTI25 relating to the performance period 1 July 2024 to 30 June 2025 and approved by shareholders and Directors at the 2024 AGM 4LTI26 relating to the performance period 1 July 2025 to 30 June 2026 and approved by shareholders and Directors at the 2025 AGM The 10 November 2022 LTI rights FY2023 were granted for no consideration, have a vesting term from 1 July 2022 which ended on 14 September 2025. LTI 23 rights subject to TRS vesting conditions were lapsed on vesting date, since the vesting conditions were not met. LTI 23 rights subject to EPS vesting conditions partially vested at rate of 41%, with the remaining rights lapsed. LTI 23 vested rights were partially exercised during FY26 and converted into ordinary shares. The 9 November 2023 LTI rights FY2024 were granted for no consideration, have a vesting term from 1 July 2023 ending 14 September 2026 (20 trading days after the expected release of 2026 Financial Year End results), and are exercisable when the vesting conditions are met. The 8 November 2024 LTI rights FY2025 were granted for no consideration, have a vesting term from 1 July 2024 ending 14 September 2027 (20 trading days after the expected release of the 2027 Financial Year End results), and are exercisable when the vesting conditions are met. The STI rights FY25 were granted on 11 November 2025 for no consideration, have a service vesting condition from 1 July 2023 and ending 30 June 2026, and are exercisable on the vesting date with a further one-year lock-up period. The rights were fully vested and converted into shares in escrow at 30 June 2026. The 11 November 2025 LTI FY2026 rights were granted for no consideration, and LTI options were granted with exercise price of $15.457. Rights and options have a vesting term from 1 July 2025 ending 22 September 2028 (20 trading days after the expected release of the 2028 Financial Year End results) and are exercisable when the vesting conditions are met. Please see further details in Remuneration Report on page 59 and page 63. In addition, the People and Culture Committee has recommended the grant for no consideration 13,265 FY26 STI rights to Mike Veverka (Managing Director, CEO and Founder of the Company) subject to shareholder approval at the 2026 AGM and 26,501 FY26 STI rights to KMP subject to Directors’ approval at a Board meeting on the 2026 AGM date. FY26 STI rights have a two-year service vesting condition from 1 July 2025 to 30 June 2027 and are exercisable on the vesting date. A respective share-based payments expense for FY26 of $131,643 was recognised in the consolidated statement of profit and loss and other comprehensive income. Jumbo Interactive Annual Report 2026 139 Note 29. Share-based payments (continued) (b) Fair value of rights and options granted (continued) 2025 Balance at Granted Exercised Lapsed/ Balance at Exercise the start of during during forfeited/ the end of Grant date Scheme Expiry date price the year the year the year other the year 28 April 2022 NED rights 1 July 2027 $0.00 2,732 - (2,732) - - 10 November 20221 LTI23 rights 14 September 2026 $0.00 95,804 - - (2,684) 93,120 9 November 20232 LTI24 rights 14 September 2027 $0.00 85,757 - - (2,516) 83,241 8 November 2024 STI24 rights 30 June 2025 $0.00 - 31,296 (29,749) (1,547) - 8 November 20243 LTI25 rights 14 September 2028 $0.00 - 74,300 - - 74,300 Total 184,293 105,596 (32,481) (6,747) 250,661 1LTI23 relating to the performance period 1 July 2022 to 30 June 2023 and approved by shareholders and Directors at the 2022 AGM 2LTI24 relating to the performance period 1 July 2023 to 30 June 2024 and approved by shareholders and Directors at the 2023 AGM 3LTI25 relating to the performance period 1 July 2024 to 30 June 2025 and approved by shareholders and Directors at the 2024 AGM (c) Recognition and measurement Equity-settled and cash-settled share-based compensation benefits are provided to employees. Equity-settled transactions are awards of shares, or options over shares, that are provided to employees in exchange for the rendering of services. Cash-settled transactions are awards of cash for the exchange of services, where the amount of cash is determined by reference to the share price. The cost of equity-settled transactions are measured at fair value on grant date. Fair value is independently determined using either the Binomial or Black-Scholes option pricing model that takes into account the exercise price, the term of the option, the impact of dilution, the share price at grant date and expected price volatility of the underlying share, the expected dividend yield and the risk free interest rate for the term of the option, together with non-vesting conditions that do not determine whether the Group receives the services that entitle the employees to receive payment. No account is taken of any other vesting conditions. The cost of equity-settled transactions are recognised as an expense with a corresponding increase in equity over the vesting period. The cumulative charge to profit or loss is calculated based on the grant date fair value of the award, the best estim ate of the number of awards that are likely to vest and the expired portion of the vesting period. The amount recognised in profit or loss for the period is the cumulative amount calculated at each reporting date less amounts already recognised in previous periods. The cost of cash-settled transactions is initially, and at each reporting date until vested, determined by applying either the Binomial or Black-Scholes option pricing model, taking into consideration the terms and conditions on which the award was granted. The cumulative charge to profit or loss until settlement of the liability is calculated as follows: during the vesting period, the liability at each reporting date is the fair value of the award at that date multiplied by the expired portion of the vesting period. from the end of the vesting period until settlement of the award, the liability is the full fair value of the liability at th e reporting date. All changes in the liability are recognised in profit or loss. The ultimate cost of cash-settled transactions is the cash paid to settle the liability. Market conditions are taken into consideration in determining fair value. Therefore, any awards subject to market conditions are considered to vest irrespective of whether or not that market condition has been met, provided all other conditions are satisfied. 138 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 139 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 140 Jumbo Interactive Annual Report 2026 Note 29. Share-based payments (continued) (c) Recognition and measurement (continued) If equity-settled awards are modified, as a minimum an expense is recognised as if the modification has not been made. An additional expense is recognised, over the remaining vesting period, for any modification that increases the total fair value of the share-based compensation benefit as at the date of modification. If the non-vesting condition is within the control of the Group or employee, the failure to satisfy the condition is treated as a cancellation. If the condition is not within the control of the Group or employee and is not satisfied during the vesting per iod, any remaining expense for the award is recognised over the remaining vesting period, unless the award is forfeited. If equity-settled awards are cancelled, it is treated as if it has vested on the date of cancellation, and any remaining expense is recognised immediately. If a new replacement award is substituted for the cancelled award, the cancelled and new award is treated as if they were a modification. Note 30. Remuneration of auditors During the financial year the following fees were paid or payable for services provided by the auditor of the Company and its related practices: Consolidated 2026 2025 $ $ Audit services - Ernst & Young Australia Amounts paid/payable to EY for audit or review of the financial statements for the entity or any entity in the Group 337,834 257,920 Audit services - overseas member firms of Ernst & Young Amounts paid/payable to EY for audit or review of the financial statements for the entity or any entity in the Group 402,472 270,320 Total 740,306 528,240 Note 31. Summary of other significant accounting policy information (a) Basis of preparation These general purpose financial statements have been prepared in accordance with Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board ('AASB') and the Corporations Act 2001, as appropriate fo r for- profit oriented entities. These financial statements also comply with International Financial Reporting Standards as issued by the International Accounting Standards Board ('IASB'). Jumbo Interactive Annual Report 2026 141 Note 31. Summary of other significant accounting policy information (continued) (a) Basis of preparation (continued) Historical cost convention The financial statements have been prepared under the historical cost convention. (b) New or amended Accounting Standards and Interpretations adopted The Group has adopted all of the new or amended Accounting Standards and Interpretations issued by the Australian Accounting Standards Board ('AASB') that are mandatory for the current reporting period. The Group has applied the following standards a nd amendments for the first time for its annual reporting period commencing 1 July 2025: AASB 2023-5 Amendments to Australian Accounting Standards – Lack of Exchangeability AASB 2024-4a Amendments to Australian Accounting Standards – Effective Date of Amendments to AASB 10 and AASB 128 AASB 2026-1 Amendments to Australian Accounting Standards – Disclosures about Uncertainties in the Financial Statements The amendments listed above did not have any material impact on the amounts recognised in prior periods and are not expected to significantly affect the current or future periods. (c) New accounting Standards and Interpretations not yet mandatory or early adopted Certain new accounting standards and amendments to accounting standards have been published that are not mandatory for 30 June 2026 reporting periods and have not been early adopted by the Group. The Group’s assessment of the impact of these new standards and amendments is set out below: (a) AASB 2024-2 Amendments to Australian Accounting Standards – Classification and Measurement of Financial Instruments [AASB 7 & AASB 9] (effective for annual periods beginning on or after 1 July 2026) On 29 July 2024, the AASB issued targeted amendments to AASB 9 and AASB 7 to respond to recent questions arising in practice, and to include new requirements not only for financial institutions but also for corporate entities. These amendments: • clarify the date of recognition and derecognition of some financial assets and liabilities, with a new exception for some financial liabilities settled through an electronic cash transfer system; • clarify and add further guidance for assessing whether a financial asset meets the solely payments of principal and interest (SPPI) criterion; • add new disclosures for certain instruments with contractual terms that can change cash flows (such as some financial instruments with features linked to the achievement of environment, social and governance targets); and • update the disclosures for equity instruments designated at fair value through other comprehensive income (FVOCI). Management is currently assessing the detailed implications of applying the new standard on the Group’s consolidated financial statements. (b) AASB 18 Presentation and Disclosure in Financial Statements (effective for annual periods beginning on or after 1 July 2027) AASB 18 will replace AASB 101 Presentation of financial statements, introducing new requirements that will help to achieve comparability of the financial performance of similar entities and provide more relevant information and transparency to users. Management is currently assessing the detailed implications of applying the new standard on the Group’s consolidated financial statements. 140 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 141 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 142 Jumbo Interactive Annual Report 2026 Note 31. Summary of other significant accounting policy information (continued) (d) Foreign currency translation Functional and presentation currency Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary economic environment in which the entity operates (‘the functional currency’). The financial statements are presented in Australian dollars, which is Jumbo Interactive Limited's presentation currency. Foreign currency transactions Foreign currency transactions are translated into Australian dollars using the exchange rates prevailing at the dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation a t financial year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in profit or loss. Foreign operations The assets and liabilities of foreign operations are translated into Australian dollars using the exchange rates at the repor ting date. The revenues and expenses of foreign operations are translated into Australian dollars using the average exchange rates, which approximate the rates at the dates of the transactions, for the period. All resulting foreign exchange differences are recogn ised in other comprehensive income through the foreign currency reserve in equity. The foreign currency reserve is recognised in profit or loss when the foreign operation or net investment is disposed off. (e) Financial instruments (i) Non-derivative financial assets The Group initially recognises financial assets on the trade date at which the Group becomes a party to the contractual provisions of the instrument. Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or have been transferred and the Group has transferred substantially all the risks and rewards of ownership. Financial assets are initially recognised at fair value. If the financial asset is not subsequently accounted for at fair value through profit or loss, then the initial measurement includes transaction costs that are directly attributable to the asset’s acquisition or origination. On initial recognition, the Group classifies its financial assets as subsequently measured at either amortised cost or fair value, depending on its business model for managing the financial assets and the contractual cash flow characteristics of the financial assets. Refer to note 22 for further details. (ii) Financial assets measured at amortised cost A financial asset is subsequently measured at amortised cost, using effective interest method and net of any impairment, if: the asset is held within the business model whose objective is to hold assets in order to collect contractual cash flows; and the contractual terms of the financial asset give rise, on specified dates, to cash flows that are solely payments of princip al and interest. The Group assesses at each reporting date whether there is objective evidence that a financial asset (or group of financial assets) is impaired. Refer to note 6 and note 7 for further details. Jumbo Interactive Annual Report 2026 143 Note 31. Summary of other significant accounting policy information (continued) (e) Financial instruments (continued) (iii) Non-derivative liabilities The Group initially recognises loans on the date when they originated. Other financial liabilities are initially recognised o n the trade date. The Group derecognises a financial liability when its contractual obligations are discharged or cancelled or expire. Non-derivative financial liabilities are initially recognised at fair value less any directly attributable transaction costs. Subsequent to initial recognition, these liabilities are measured at amortised cost using the effective interest rate method. Refer to note 13 for further details. (f) Current and non-current classification Assets and liabilities are presented in the statement of financial position based on current and non-current classification. An asset is classified as current when: it is either expected to be realised or intended to be sold or consumed in the Group' s normal operating cycle; it is held primarily for the purpose of trading; it is expected to be realised within 12 months after the reporting period; or the asset is cash or cash equivalent unless restricted from being exchanged or used to settle a liability for at l east 12 months after the reporting period. All other assets are classified as non-current. A liability is classified as current when: it is either expected to be settled in the Group's normal operating cycle; it is h eld primarily for the purpose of trading; it is due to be settled within 12 months after the reporting period; or there is no right at the end of the reporting period to defer the settlement of the liability for at least 12 months after the reporting period. All other liabil ities are classified as non-current. Deferred tax assets and liabilities are always classified as non-current. (g) Associates Associates are entities over which the Group has significant influence but not control or joint control. Investments in assoc iates are accounted for using the equity method. Under the equity method, the share of the profits or losses of the associate is re cognised in profit or loss and the share of the movements in equity is recognised in other comprehensive income. Investments in associates are carried in the statement of financial position at cost plus post-acquisition changes in the Group's share of net assets of the associate. Goodwill relating to the associate is included in the carrying amount of the investment and is neither amortised n or individually tested for impairment. Dividends received or receivable from associates reduce the carrying amount of the investment. When the Group's share of losses in an associate equals or exceeds its interest in the associate, including any unsecured lon g- term receivables, the Group does not recognise further losses, unless it has incurred obligations or made payments on behalf of the associate. The Group discontinues the use of the equity method upon the loss of significant influence over the associate and recognises any retained investment at its fair value. Any difference between the associate's carrying amount, fair value of the retained inv estment and proceeds from disposal is recognised in profit or loss. (h) Investments and other financial assets Investments and other financial assets are initially measured at fair value. Transaction costs are included as part of the in itial measurement, except for financial assets at fair value through profit or loss. Such assets are subsequently measured at eithe r amortised cost or fair value depending on their classification. Classification is determined based on both the business model within which such assets are held and the contractual cash flow characteristics of the financial asset unless an accounting mismatch is being avoided. 142 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 143 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 144 Jumbo Interactive Annual Report 2026 Note 31. Summary of other significant accounting policy information (continued) (h) Investments and other financial assets (continued) Financial assets are derecognised when the rights to receive cash flows have expired or have been transferred and the Group h as transferred substantially all the risks and rewards of ownership. When there is no reasonable expectation of recovering part or all of a financial asset, its carrying value is written off. Financial assets at amortised cost A financial asset is measured at amortised cost only if both of the following conditions are met: (i) it is held within a business model whose objective is to hold assets in order to collect contractual cash flows; and (ii) the contractual terms of the fin ancial asset represent contractual cash flows that are solely payments of principal and interest. Impairment of financial assets The Group recognises a loss allowance for expected credit losses on financial assets which are either measured at amortised c ost or fair value through other comprehensive income. The measurement of the loss allowance depends upon the Group's assessment at the end of each reporting period as to whether the financial instrument's credit risk has increased significantly since initial recognition, based on reasonable and supportable information that is available, without undue cost or effort to obtai n. Where there has not been a significant increase in exposure to credit risk since initial recognition, a 12-month expected credit loss allowance is estimated. This represents a portion of the asset's lifetime expected credit losses that is attributable to a default event that is possible within the next 12 months. Where a financial asset has become credit impaired or where it is determined that credit risk has increased significantly, the loss allowance is based on the asset's lifetime expected credit losses. The amount of expected credit loss recognised is measured on the basis of the probability weighted present value of anticipated cash shortfalls over the life of the instrument discounted at the original effective interest rate. For financial assets mandatorily measured at fair value through other comprehensive income, the loss allowance is recognised in other comprehensive income with a corresponding expense through profit or loss. In all other cases, the loss allowance reduce s the asset's carrying value with a corresponding expense through profit or loss. (i) Impairment of non-financial assets Goodwill and other intangible assets that have an indefinite useful life are not subject to amortisation and are tested annua lly for impairment, or more frequently if events or changes in circumstances indicate that they might be impaired. Other non -financial assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset's carrying amount exceeds its recoverable amount. Recoverable amount is the higher of an asset's fair value less costs of disposal and value-in-use. The value-in-use is the present value of the estimated future cash flows relating to the asset using a pre-tax discount rate specific to the asset or cash- generating unit to which the asset belongs. Assets that do not have independent cash flows are grouped together to form a cash - generating unit. (j) Goods and Services Tax ('GST') and other similar taxes Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the tax authority. In this case it is recognised as part of the cost of the acquisition of the asset or as part of the e xpense. Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the tax authority is included in other receivables or other payables in the statement of financial position. Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities wh ich are recoverable from, or payable to the tax authority, are presented as operating cash flows. Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the tax authority. Jumbo Interactive Annual Report 2026 145 UNRECOGNISED ITEMS In this section Unrecognised items provide information about items that are not recognised in the consolidated financial statements but could potentially have a significant impact on the Group’s financial position and performance. UNRECOGNISED ITEMS Note 32. Contingencies and commitments 145 Note 33. Events after the reporting period 146 Note 34. Deed of cross guarantee 146 Note 32. Contingencies and commitments (a) Contingencies Contingencies relate to the outcome of future events and may result in an asset or liability, however due to current uncertai nty do not qualify for recognition. Estimates of the potential financial effect of contingent liabilities that may become payable (i) Guarantees Consolidated 2026 2025 $'000 $'000 Guarantees provided by the Group’s bankers 4,055 4,485 The Group’s bankers have provided guarantees to third parties in relation to premises leased by Group companies. These guarantees have no expiry term and are payable on demand and are secured by a fixed and floating charge over the Group’s assets. The parent entity has also provided a guarantee in favour of Lotterywest in respect of payment obligations of a subsidiary company (TMS Global Services Pty Ltd). (ii) Other contingent liabilities From time to time, the Group may be subject to changes in regulatory requirements arising in the normal course of business, a nd appropriate disclosures are made in accordance with the relevant accounting standards. On 14 October 2025, the Group acquired 100% of the Dream Car Giveaways group of companies (DCG UK, trading as Dream Giveaways UK) through its wholly owned subsidiary, Jumbo Interactive UK Limited, for consideration of GBP 64,862,000 (A$133,270,000), as disclosed in Note 23. The Group is aware of increasing scrutiny regarding the application of UK VAT to prize draw competitions. Dream Giveaways UK has historically treated its income from prize draw competitions as VAT -exempt, consistent with the Group's understanding of the applicable tax framework and supported by professional advice. In light of recent industry developments, the Group continues to support the view that while a possible obligation exists, an outflow of resources is not considered probable. 144 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 145 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 146 Jumbo Interactive Annual Report 2026 Note 32. Contingencies and commitments (continued) (a) Contingencies (continued) (ii) Other contingent liabilities (continued) Should the Group's VAT position be challenged, the Group estimates the financial impact on Dream Giveaways UK FY26 net profit generated from the acquisition date till 30 June 2026 to be in the range of $2.9m to $3.9m (£1.5m to £2.0m). The estimated VAT exposure on FY26 net profit has been calculated on a net prize draw revenue basis, being ticket sale proceeds less prizes, inclu des estimated VAT recoveries not claimed on relevant expenses and potential income tax recoveries; and excludes any associated penalties and interest. The Group is unable to reliably estimate any potential penalties or interest, given the uncertainty regar ding whether penalties would be imposed, the basis on which they would be calculated, and the applicable interest rates and period s over which they may accrue. Potential liabilities relating to periods prior to the Group's acquisition of DCG UK are protected by an insurance policy arr anged at the time of acquisition. As a member of the Prize Competition Council, the Group will continue to monitor developments and engage with industry and regulatory stakeholders, including His Majesty's Revenue and Customs (HMRC), as this matter progresses. Note 33. Events after the reporting period Apart from the final dividend determination announced on 27 August 2026 and the Board’s decision to continue the on-market share buy-back there are no matters or circumstances that have arisen that have significantly affected, or may significantly affect, the operations of the Group in the financial period subsequent to 30 June 2026. Note 34. Deed of cross guarantee The following entities are party to a deed of cross guarantee under which each company guarantees the debts of the others: • Jumbo Interactive Ltd • Benon Technologies Pty Ltd • TMS Global Services Pty Ltd By entering into the deed, the wholly-owned entities have been relieved from the requirement to prepare financial statements and directors' report under Corporations Instrument 2016/785 issued by the Australian Securities and Investments Commission. Jumbo Interactive Annual Report 2026 147 DIRECTORS' DECLARATION The Directors of the Group declare that: (1) The consolidated financial statements, comprising the Consolidated Statement of Profit or Loss and Other Comprehensive Income, Consolidated Statement of Financial Position, Consolidated Statement of Changes in Equity and Consolidated Statement of Cash Flows, and accompanying notes, are in accordance with the Corporations Act 2001 and: a. comply with Australian Accounting Standards and the Corporations Regulations 2001; and b. give a true and fair view of the Group financial position as at 30 June 2026 and of its performance for the year ended on that date. (2) The Group has included in the notes to the consolidated financial statements an explicit and unreserved statement of compliance with International Financial Reporting Standards. (3) In the Directors’ opinion, there are reasonable grounds to believe that the Group will be able to pay its debts as and when they become due and payable. (4) The remuneration disclosures included in pages 55 to 73 of the Directors’ report (as part of the audited Remuneration Report), for the year ended 30 June 2026, comply with section 300A of the Corporations Act 2001. (5) The Directors have been given the declarations by the Chief Executive Officer and Chief Financial Officer required by section 295A of the Corporations Act 2001. (6) The consolidated entity disclosure statement required by subsection 295(3A) is true and correct. (7) At the date of this declaration, there are reasonable grounds to believe that the members of the Extended Closed Group will be able to meet any obligations or liabilities to which they are, or may become, subject by virtue of the deed of cross guarantee described in note 34 to the financial statements. The declaration is made in accordance with a resolution of the Directors. Susan Forrester Mike Veverka Chair of the Board Managing Director, Chief Executive Officer and Founder Brisbane, 27 August 2026 146 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 147 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation Ernst & Young 111 Eagle Street Brisbane QLD 4000 Australia GPO Box 7878 Brisbane QLD 4001 Tel: +61 7 3011 3333 Fax: +61 7 3011 3100 ey.com/au Independent auditor’s report to the members of Jumbo Interactive Limited Report on the audit of the financial report Opinion We have audited the financial report of Jumbo Interactive Limited (the Company) and its subsidiaries (collectively the Group), which comprises the consolidated statement of financial position as at 30 June 2026, the consolidated statement of profit or loss and other comprehensive income, consolidated statement of changes in equity and consolidated statement of cash flows for the year then ended, notes to the financial statements, including material accounting policy information, the consolidated entity disclosure statement and the directors’ declaration. In our opinion, the accompanying financial report of the Group is in accordance with the Corporations Act 2001, including: a. Giving a true and fair view of the consolidated financial position of the Group as at 30 June 2026 and of its consolidated financial performance for the year ended on that date; and b. Complying with Australian Accounting Standards and the Corporations Regulations 2001. Basis for opinion We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial report section of our report. We are independent of the Group in accordance with the auditor independence requirements of the Corporations Act 2001 and the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to audits of the financial report of public interest entities in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Key audit matters Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial report of the current year. These matters were addressed in the context of our audit of the financial report as a whole, and in forming our opinion thereon, but we do not provide a separate opinion on these matters. For each matter below, our description of how our audit addressed the matter is provided in that context. We have fulfilled the responsibilities described in the Auditor’s responsibilities for the audit of the financial report section of our report, including in relation to these matters. Accordingly, our audit included the performance of procedures designed to respond to our assessment of the risks of material misstatement of the financial report. The results of our audit proc edures, including the procedures performed to address the matters below, provide the basis for our audit opinion on the accompanying financial report. A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation Impairment Assessment of Goodwill Why significant How our audit addressed the key audit matter As at 30 June 2026, the Group’s consolidated statement of financial position includes Goodwill with a carrying value of $92,089,000. Note 10 to the financial report discloses goodwill allocated to each of the Group’s cash generating units (CGUs), the method applied in testing impairment, and the key assumptions used. The assessment of the impairment of the Group’s goodwill incorporated significant judgments and estimates, based upon conditions existing as at 30 June 2026, specifically concerning factors such as forecast cash flows, discount rates and terminal growth rates. Given the significance of goodwill and the judgement involved in estimating recoverable amounts, particularly for the newly acquired Dream Giveaways CGUs, we considered impairment testing of goodwill to be a key audit matter. Our audit assessed the relevant requirements of the Australian Accounting Standard AASB 136 Impairment of Assets. Our audit procedures included: ▪ Assessing the Group’s identification of CGUs for consistency with the requirements of Australian Accounting Standards and assessing any changes in CGUs including for acquisitions in the period. We also assessed management’s impairment testing for each of the Group’s individually significant CGUs. ▪ Evaluating the Group’s market capitalisation compared to its net assets. ▪ Assessing the reasonableness of the Group’s cash flow forecast models used to estimate the recoverable amount by: ▪ Assessing the mathematical accuracy and historical forecasting accuracy of the cash flow model. ▪ Agreeing the cash flows to board approved forecasts. ▪ Assessing the application of key assumptions used in the cash flow models. ▪ Performing sensitivities of the impairment model to assess the reasonably possible change in key assumptions relating to the cash flow forecasts, terminal growth rate or discount rate applied. ▪ Involving our valuation specialists to evaluate the reasonableness of the discount rate and terminal growth rate assumptions used by the Group. ▪ Assessing the adequacy and appropriateness of the disclosures included in Note 10 to the financial report. 148 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 149 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon, with the exception of the Remuneration Report and our related assurance opinion. In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Responsibilities of the directors for the financial report The directors of the Company are responsible for the preparation of: a. The financial report (other than the consolidated entity disclosure statement) that gives a true and fair view in accordance with Australian Accounting Standards and the Corporations Act 2001; and b. The consolidated entity disclosure statement that is true and correct in accordance with the Corporations Act 2001; and for such internal control as the directors determine is necessary to enable the preparation of: i. The financial report (other than the consolidated entity disclosure statement) that gives a true and fair view and is free from material misstatement, whether due to fraud or error; and ii. The consolidated entity disclosure statement that is true and correct and is free of misstatement, whether due to fraud or error . In preparing the financial report, the directors are responsible for assessing the Group’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the Group or to cease operations, or have no realistic alternative but to do so. Auditor’s responsibilities for the audit of the financial report Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor ’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report. As part of an audit in accordance with the Australian Auditing Standards, we exercise professional judgment and maintain professional scepticism throughout the audit. We also: ▪ Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation Revenue Recognition Why significant How our audit addressed the key audit matter The Group recognised $193,568,000 of revenue for the year ended 30 June 2026. Revenue comprises Lottery Retailing revenue, SaaS revenue, Managed Services revenue and Dream Giveaways revenue, as disclosed in Note 2 to the financial report. Revenue recognition involves judgement in determining the timing and measurement of revenue across the Group’s revenue streams, including principal versus agent considerations and the timing of recognition of Dream Giveaways revenue. Given the significant audit effort required to assess the recognition and measurement of revenue, we considered revenue recognition to be a key audit matter. Our audit assessed the relevant requirements of the Australian Accounting Standard AASB 15 Revenue from Contracts with Customers. Our audit procedures included: ▪ Obtaining an understanding of the services rendered by the business segment of the Group and the related revenue recognition policy for the services rendered by the Group. ▪ Assessing revenue recognition processes and practices including the evaluation of relevant internal controls over revenue recognition and principal versus agent consideration. ▪ On a sample basis, testing the completeness, accuracy and timing of revenue recognition by agreeing revenue transactions to supporting documentation and evidence of customer payment. In addition, we assessed the timeliness of revenue recognition by agreeing individual sales transactions to customer ticket purchases, obtaining evidence of payments from customers and the associated cost of sales related to the transaction. ▪ For Lottery Retailing revenue, testing customer ticket purchases, associated cost of sales and year-end customer liabilities to assess whether revenue was recognised in the appropriate period. For Dream Giveaways revenue, assessing the timing of revenue recognition by reference to the relevant competition or draw date. ▪ Assessing the validity of the manual revenue journals by testing to supporting documentation. ▪ Assessed the adequacy and appropriateness of the disclosures included in Note 2 to the financial report. Information other than the financial report and auditor’s report thereon The directors are responsible for the other information. The other information comprises the information included in the Company’s 2026 annual report, but does not include the financial report and our auditor’s report thereon. 150 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 151 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation Responsibilities The directors of the Company are responsible for the preparation and presentation of the Remuneration Report in accordance with section 300A of the Corporations Act 2001. Our responsibility is to express an opinion on the Remuneration Report, based on our audit conducted in accordance with Australian Auditing Standards. Ernst & Young Susie Kuo Partner Brisbane 27 August 2026 A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation ▪ Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s internal control. ▪ Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors. ▪ Conclude on the appropriateness of the directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group to cease to continue as a going concern. ▪ Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation. ▪ Plan and perform the Group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the Group as a basis for forming an opinion on the Group financial report. We are responsible for the direction, supervision and review of the audit work performed for the purposes of the Group audit. We remain solely responsible for our audit opinion. We communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. We also provide the directors with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, actions taken to eliminate threats or safeguards applied. From the matters communicated to the directors, we determine those matters that were of most significance in the audit of the financial report of the current year and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication. Report on the audit of the Remuneration Report Opinion on the Remuneration Report We have audited the Remuneration Report included in pages 55 to 73 of the directors’ report for the year ended 30 June 2026. In our opinion, the Remuneration Report of Jumbo Interactive Limited for the year ended 30 June 2026, complies with section 300A of the Corporations Act 2001. 152 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 153 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 154 Jumbo Interactive Annual Report 2026 CONSOLIDATED ENTITY DISCLOSURE STATEMENT This Consolidated Entity Disclosure Statement (CEDS) has been prepared in accordance with the Corporations Act 2001 . Entity name Entity type Place of business / Country of incorporation Ownership Interest % Australian resident or foreign resident (for tax purposes) Foreign tax jurisdiction(s) of foreign residents Jumbo Interactive Limited Body corporate Australia - Australian Benon Technologies Pty Ltd Body corporate Australia 100.00% Australian TMS Global Services Pty Ltd Body corporate Australia 100.00% Australian Jumbo Lotteries Pty Ltd Body corporate Australia 100.00% Australian Jumbo Interactive Asia Pty Ltd Body corporate Australia 100.00% Australian TMS Global Services (NSW) Pty Ltd Body corporate Australia 100.00% Australian TMS Global Services (VIC) Pty Ltd Body corporate Australia 100.00% Australian TMS (Fiji) PTE Limited Body corporate Fiji 100.00% Foreign Fiji TMS (Fiji) On-Line Pte Limited Body corporate Fiji 100.00% Foreign Fiji Jumbo Lotteries North America, Inc. Body corporate United States of America 100.00% Foreign United states of America Jumbo Interactive USA Inc Body corporate United States of America 100.00% Foreign United states of America DG Acquisition, Inc Body corporate United States of America 100.00% Foreign United states of America FN Funding, Inc. Body corporate United States of America 100.00% Foreign United states of America DG Motors, Inc. Body corporate United States of America 100.00% Foreign United states of America RYNO.CO, Inc. Body corporate United States of America 100.00% Foreign United states of America Jumbo Interactive de Mexico SA de CV Body corporate Mexico 100.00% Foreign Mexico Gatherwell Limited Body corporate United Kingdom 100.00% Foreign United Kingdom Jumbo Interactive UK Limited Body corporate United Kingdom 100.00% Foreign United Kingdom Starvale Technical Systems Ltd Body corporate United Kingdom 100.00% Foreign United Kingdom Starvale Management & Technologies Ltd Body corporate United Kingdom 100.00% Foreign United Kingdom DDPay Ltd Body corporate United Kingdom 100.00% Foreign United Kingdom MDM Holdings (Midlands) Ltd Body corporate United Kingdom 100.00% Foreign United Kingdom Dream Car Giveaways Ltd Body corporate United Kingdom 100.00% Foreign United Kingdom Stride Management Corp. Body corporate Canada 100.00% Foreign Canada Jumbo Interactive Annual Report 2026 155 SHAREHOLDER INFORMATION The Company has 63,351,538 ordinary shares on issue, each fully paid. There are 9,350 holders of these ordinary shares as at 31 July 2026. Shares are quoted on the Australian Securities Exchange under the code JIN and on the German Stock Exchange. In addition, there are 184,361 rights and 535,930 premium options over ordinary shares on issue but not quoted on the Australian Securities Exchange. Corporate Governance Statement The Corporate Governance Statement is available on the Company’s website at https://www.jumbointeractive.com/corporate- governance/. (a) The range of fully paid ordinary shares as at 31 July 2026 Range Total Holders Units % of issued capital 1 – 1,000 5,699 2,006,214 3.17% 1,001 – 5,000 2,718 6,673,545 10.53% 5,001 – 10,000 547 4,039,896 6.38% 10,001 – 100,000 354 7,944,928 12.54% 100,000 – and over 32 42,686,955 67.38% Total 9,350 63,351,538 100.00% (b) Unmarketable parcels Minimum parcel size Holders Units Minimum $500.00 parcel at $7.24 per unit (based on the closing share price on 31 July 2026) 1 1,001 39,713 The number of shareholders holding less than the marketable parcel of shares is 1,001 (shares 39,713). (c) Substantial holders of 5% or more fully paid ordinary shares as at 31 July 2026 Name Ordinary Shares Percentage Held HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED 9,392,269 14.83% CITICORP NOMINEES PTY LIMITED 8,268,088 13.05% J P MORGAN NOMINEES AUSTRALIA PTY LIMITED 7,492,291 11.83% VESTEON PTY LTD 5,406,508 8.53% 154 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 155 FINANCIAL
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Our businesses StrategyDirectors reportFinancial report Operating and financial review Remuneration report Overview 156 Jumbo Interactive Annual Report 2026 (d) Voting rights The voting rights attached to each class of equity security are as follows: Ordinary shares Each ordinary share is entitled to one vote when a poll is called, otherwise each member present at a meeting or by proxy has one vote on a show of hands. Options and Rights over Unissued Shares Holders have no voting rights until their options/rights are exercised. (e) Top 20 holders of fully paid ordinary shares as at 31 July 2026 Name Units % of Units HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED 9,392,269 14.83% CITICORP NOMINEES PTY LIMITED 8,268,088 13.05% J P MORGAN NOMINEES AUSTRALIA PTY LIMITED 7,492,291 11.83% VESTEON PTY LTD 5,406,508 8.53% BNP PARIBAS NOMS PTY LTD 1,980,189 3.13% BNP PARIBAS NOMINEES PTY LTD <CLEARSTREAM> 1,330,348 2.10% MR BARNABY COLMAN CADDICK 1,200,000 1.89% ABN AMRO CLEARING AUSTRALIA NOMINEES PTY LTD <CUSTODIAN A/C> 1,011,529 1.60% MR HAINING YU & MS WEIHUA HAN 832,689 1.31% BNP PARIBAS NOMINEES PTY LTD <IB AU NOMS RETAILCLIENT> 691,673 1.09% MR MIKE VEVERKA <VEVERKA S/F A/C> 666,791 1.05% BNP PARIBAS NOMINEES PTY LTD <AGENCY LENDING A/C> 499,345 0.79% WESTOR ASSET MANAGEMENT PTY LTD 418,185 0.66% MARCUS HICKLING 337,387 0.53% DAVID ANDREWS 337,387 0.53% MICHAEL ANDREWS 337,387 0.53% NETWEALTH INVESTMENTS LIMITED <WRAP SERVICES A/C> 335,236 0.53% VELKOV FUNDS MANAGEMENT PTY LTD <PROVENANCE VALUE A/C> 220,000 0.35% MR JOHN ROSAIA 212,474 0.34% BNP PARIBAS NOMINEES PTY LTD <HUB24 CUSTODIAL SERV LTD> 191,730 0.30% Total Top 20 shareholders of ordinary fully paid shares 41,161,506 64.97% Total remaining holders balance 22,190,032 35.03% (f) Unquoted securities as at 31 July 2026 Rights over unquoted securities. A total of 184,361 rights and 535,930 premium options are on issue to employees for services rendered. Exercise Price Expiry date Number on issue Number of holders $nil 14 September 2026 10,985 9 $nil 14 September 2027 74,979 10 $nil 14 September 2028 74,300 5 $nil 22 September 2031 24,097 5 $15.46 22 September 2031 535,930 5 Jumbo Interactive Annual Report 2026 157 (g) On-market buy-back On 26 August 2022, as part of the Company’s approach to capital management, the Company announced an on-market share buy-back of up to $25 million. The buy-back commenced in September 2022 and has been conducted on an opportunistic basis with the timing and number of shares purchased dependent on the prevailing share price and alternative capital deployment opportunities. As at 31 July 2026, 937,023 shares had been purchased, representing $11.49 million at an average price of $12.26. The Board has agreed to continue the on-market share buy-back program and will maintain a disciplined approach to execution. The timing and number of shares to be purchased remains dependent on the prevailing share price and alternative capital deployment opportunities. The Company reserves the right to vary, suspend or terminate the share buy-back program at any time. (h) Restricted securities There are no restricted securities or securities subject to voluntary escrow (outside of an employee incentive scheme) that a re on issue. 156 Jumbo Interactive 2026 Annual Report Jumbo Interactive 2026 Annual Report 157 FINANCIAL
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158 Jumbo Interactive Annual Report 2026 COMPANY INFORMATION Jumbo Interactive Limited ABN 66 009 189 128 (ASX: JIN) www.jumbointeractive.com Directors Susan M Forrester AM (Independent Non-Executive Chair) Sharon A Christensen (Independent Non-Executive Director) Giovanni Rizzo (Independent Non-Executive Director) Michael Malone (Independent Non-Executive Director) Mike Veverka (Managing Director, Chief Executive Officer and Founder) Chief Financial Officer Jatin Khosla Company Secretary Lauren Osbich (Company Matters) Registered Office Level 11, 135 Coronation Drive, Milton, QLD 4064 Telephone: 07 3831 3705 Facsimile: 07 3369 7844 Auditor Ernst & Young Level 51, 111 Eagle Street, Brisbane, QLD 4000 Share Registrar Automic Pty Ltd Level 27, 111 Eagle Street, Brisbane QLD 4000 Contact email: hello@automicgroup.com.au Telephone: 1300 288 664 Jumbo Interactive Limited Level 11, 135 Coronation Drive Milton, Queensland, 4064 Australia +61 7 3831 3705 www.jumbointeractive.com 158 Jumbo Interactive 2026 Annual Report FINANCIAL