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Financial Results 14 August 2025 Year ended 30 June 2025 Annual General Meeting 14 October 2026
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Important information 2 Forward Looking Statements This presentation contains forward looking statements that involve subjective judgment and analysis and are subject to significant uncertainties, risks and contingencies, many of which are outside the control of, and are unknown to Orora. Forward looking statements can generally be identified by the use of forward-looking words such as “may”, “will”, “expect”, “intend”, “forecast”, “plan”, “seeks”, “estimate”, “anticipate”, “believe”, “continue”, or similar. Indicators of and guidance on future earnings and financial position are also forward-looking statements. No representation, warranty or assurance (express or implied) is given or made in relation to any forward-looking statement by any person (including Orora). In addition, no representation, warranty or assurance (express or implied) is given in relation to any underlying assumption or that any forward-looking statements will be achieved. Actual future events may vary materially from the forward- looking statement and the assumptions on which the forward-looking statements are based. Given these uncertainties, readers are cautioned not to place undue reliance on such forward-looking statements. In particular, we caution you that these forward-looking statements are based on management’s current economic predictions and assumptions and business and financial projections. Orora’s business is subject to uncertainties, risks and changes that may cause its actual results, performance or achievements to differ materially from any future results, performance or achievements expressed or implied by these forward-looking statements. There are a number of factors that may have an adverse effect on our results or operations, including but not limited to those identified as principal risks in our most recent Annual Report filed with the Australian Securities Exchange at asx.com.au. These forward-looking statements speak only as of the date of this presentation. Subject to any continuing obligations under applicable law or any relevant stock exchange listing rule, Orora disclaims any obligation or undertaking to publicly update or revise any of the forward-looking statements in this presentation, whether as a result of new information, or any change in events conditions or circumstances on which any statement is based. Past performance cannot be relied on as a guide to future performance. No offer of securities Nothing in this presentation should be construed as either an offer or a solicitation of an offer to buy or sell Orora securities. or be treated or relied upon as a recommendation or advice by Orora. Non-IFRS information Throughout this presentation, Orora has included certain non-IFRS financial information. This information is presented to assist in making appropriate comparisons with prior periods and to assess the operating performance of the business. Orora uses these measures to assess the performance of the business and believes that the information is useful to investors. All non-IFRS information unless otherwise stated has not been extracted from Orora’s financial statements and has not been subject to audit or review. The following notes apply to the entire document. All currency amounts are in Australian dollars unless stated otherwise. All amounts are presented inclusive of AASB 16 Leases unless stated otherwise. The financial periods presented in this report represent underlying earnings of the Group, excluding the impact of significant items, unless otherwise stated.
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Rob Sindel Chair 3
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Claude-Alain TardyTom Gorman Michael Fraser Sarah HofmanBrian Lowe Rob Sindel Independent Non-Executive Director Independent Non-Executive Director Independent Non-Executive Director Independent Non-Executive Director Managing Director & Chief Executive Officer Chair Jackie McArthur Independent Non-Executive Director Board of Directors 4 4
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5 Key FY26 results messages 1 • Strong balance sheet and cash flow enables shareholder distributions • ~$118m of shares bought back in FY26, re-commencement of on-market share buyback2 Strong Cans performance supported by capacity expansions Glass remains under pressure, impacted by price, mix shift towards lower ASP and margin products Glass business priorities targeting >€30m net EBIT run-rate uplift by FY30 €449.7m / $742.8m non- cash impairment of Glass (1) Excludes significant items in FY26 of $782.2m / €472.3m; earnings for OPS and Closures which are treated as discontinued operations in FY25. (2) As announced to ASX on 12 February 2026, up to a maximum of 10% of shares issued over 12 months. In FY26, ~8.4m shares at a total cost of $16.9m have been acquired under this program.
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Orora Group targets • Net zero emissions by 2050 • Scope 1 and 2 - 41% reduction in emissions by FY35 from a FY19 baseline (absolute tonnes) • Scope 3 – 31% reduction in emissions by FY35 from a FY25 baseline (absolute tonnes) We're focused on initiatives that benefit our teams and our communities through: • Protecting safety, health and human rights • Championing diversity, equity and inclusion Circular Economy Orora Glass targets 68% recycled content for colour glass beverage containers by FY35* Orora Cans targets 80% total recycled content in aluminium cans by FY30** Climate Change Community FOCUS GHG reduction Energy efficiency Low carbon energy Climate risk analysis FOCUS Safety & health Diversity, equity, inclusion & belonging Human rights and supply chain Responsible sourcing FOCUS Recycled content Recyclable packaging Recyclable substrates Lightweighting * Colour glass only excluding flint and extra flint glass – post consumer, post- industrial use, excludes internal reuse glass ** Total recycled content including post-consumer and post- industrial Sustainability goals
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7 Corporate governance Good corporate governance is integral to our culture and business practices Orora’s corporate governance practices for FY26 comply with the ASX Principles and Recommendations 4th edition and are summarised in our Corporate Governance Statement, incorporated into our Annual Report Board is committed to ensuring that it is comprised of individuals who collectively have the appropriate diversity, skills, and experience to support Group objectives and the highest level of Corporate Governance
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Remuneration Report and Shareholder Feedback 8
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Brian Lowe Managing Director and Chief Executive Officer 9
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Lost time injury frequency rate (LTIFR)* Recordable case frequency rate (RCFR)^ LTIFR* = (Number of lost time injuries / Total number of hours worked for employees and contractors) x 1,000,000 RCFR^ = (Number of recordable case injuries (lost time, restricted work case and medical treatment) / Total number of hours worked for employees and contractors) x 1,000,000 Data includes OPS until completion of the sale on 12 December 2024 10 Safety performance update 12.2 9.6 9.1 10.5 Dec-24 Jun-25 Dec-25 Jun-26 3.5 2.9 4.1 5.7 Dec-24 Jun-25 Dec-25 Jun-26
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Sustainability update Continued progress toward sustainability goals, aligned to customer expectations Increasing recycled content 41% reduction in Scope 1 & 2 by FY35 Net zero emissions by 2050 Prioritising action for our people and our community • Glass - we achieved 65% recycled content in colour glass compared to 44% in FY25, showing solid progress towards the 68% FY35 target1 • Cullet sourcing programs were maintained whilst production decreased, which helped generate this result • Cans – we achieved 77% total recycled content compared to 78% in FY25, against the 80% FY30 target - a solid result given aluminium sourcing constraints caused by the Middle East conflict3 • Continued focus on safety awareness and embedding safety culture across Orora through FY26-FY28 Global Health & Safety strategy • Global engagement survey conducted, with 66% response rate and 73% overall engagement score, slightly above manufacturing benchmarks • Increased representation of females across global workforce to 25%, up 2% on FY25 • Successfully completed first Women In Leadership (WILO) program in France Circular Economy Climate Change Community 11(1) Pre and post-consumer, no internal use, colour glass only. Includes Saverglass. (2) From FY19 baseline. Tonnes = in absolute tonnes of emission, Intensity = ratio of kilograms of emissions per tonne of packed glass produced. (3) Based on the average proportion of total pre and post consumer recycled aluminium materials, obtained from supplier attestations for FY26, used in the production of beverage cans. FY26 progress • We continue to make progress towards our emissions reduction targets of: • Orora Group target Scope 1 and 2 by FY35 41% (tonnes) reduction2, achieving in FY26 a 29% reduction (location-based) and 20% reduction (market-based) since FY19 • Good progress in Glass emissions reductions on absolute and ratio bases (emissions to production). Cans emissions reductions achieved on a ratio basis (emissions to production) • Orora Group target Scope 3 by FY35 31% (tonnes) reduction, achieving in FY26 a 12% reduction since FY25 (first year of reporting) FY26 progress FY26 progress
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$142.2m Net Profit After Tax (NPAT) $8.9m or 5.9% Operating cash flow (1) Financial results are shown on an underlying basis excluding significant items except where noted. (2) Excludes significant items in FY26; earnings for OPS and Closures which are treated as discontinued operations in FY25. (3) Excludes AASB 16 Leases but includes finance leases of $16.1m (FY25: $25.8m) (4) Leverage is calculated as Net Debt / trailing 12-month EBITDA (excluding AASB 16 Leases). $290.7m Strong Cans performance offset by challenging market conditions for Glass 12 Earnings Before Interest, Tax and Depreciation and Amortisation (EBITDA) $420.3m -$13.9m or 5.3% FY26 financial highlights 1, 2 Cash realisation of 98.3% Leverage4 1.2x Earnings Before Interest and Tax (EBIT) $248.2m +$1.5m or 0.3% Net debt3 $481.1m D&A +$15.4m Earnings per share (EPS) 11.4cps Flat vs FY25
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Strong Cans demand driven by ongoing substrate shift and growth of new categories • FY26 volume growth of 6.3%, enabled by capacity expansion investments, with Revesby supporting elevated Qld multi-size volumes • Volume growth was stronger for the non- alcohol category, with energy, carbonated soft drink and alternate soft drink products all growing strongly; beer also continued to demonstrate good volume growth • Rocklea project nearing completion, with commissioning expected by the end of 1Q27; ~$140m total investment Spirits and wine industry volumes remain under pressure across most geographies, with cost-of- living pressures impacting on premiumisation trend • FY26 volume growth of 5.9% (2H26: +9%) driving revenue (+0.8%) and market share growth, partially offset by across and within category price and mix impacts, lowering average selling price and margin • FY26 sales volume: 54% spirits (+2ppt); 2H26: 48% spirits (flat vs pcp) • Middle East conflict resulted in direct impact on RAK facility - in ‘closed loop’ mode from April 26 • Le Havre F4 furnace closure during 2H26; Ghlin rebuild commenced in May and is nearing completion Lower commercial wine consumption and shift to Cans for beer continues to impact volumes • Volume down 2.1%; wine broadly flat, beer continues to decline • Lower FY26 volumes and revenue largely reflects a decline in seasonally stronger 1H26 volumes versus internal expectations • Successful move from a three-furnace to a two-furnace operation • G3 furnace is performing better than original design scope with a 31% reduction in energy 13 Cans Divergent market dynamics persist, with strong Cans performance offsetting softer Glass markets FY26 operational progress Saverglass Gawler Revenue A$880.0m up 13.3% reported up 10.5% adjusted1 EBITDA A$131.2m up 10.5% reported up 14.7% adjusted2 EBIT €62.8m down 20.6% underlying3 EBITDA €131.5m down 9.3% underlying3 Revenue A$284.5m down 0.3% EBIT A$28.1m up 10.5% EBITDA A$62.3m up 9.5% (1) Excluding aluminium price pass through (2) Excludes the allocation of $5m of corporate costs in 1H26 to Cans following the disposal of OPS (3) Excludes significant items in FY26. EBIT A$111.4m up 7.3% reported up 12.2% adjusted2 Revenue €617.2m up 0.8% reported
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Glass Priorities Initiative Key Levers • Focus on key accounts and new products • Market share gains in priority categories and geographies • Mid-single-digit % revenue growth ambition • Physical Innovation centres in three regions • End-to-end process redesign: engineering and mould design to manufacturing • Targeting 5-month NPD time to market • More disciplined cost recovery • Re-price or exit low-margin SKUs • Digital factory (included within growth capex in FY27) and process automation • Operational and procurement excellence • Targeting 15%1 reduction in average cost per ton • Standardisation and automation of back-office • Digitalisation • Targeting 20%1 reduction in SG&A • S&OP governance and reporting • Reduce Saverglass Days Inventory Outstanding (1) Compares to FY26 baseline. Accelerate new business pipeline Time to market for NPD Pricing optimisation Operational efficiency Reduction in SG&A Inventory management 1 2 3 4 5 6 Maximise Revenues and Margins Maximise Cost Efficiency and Cash 14 Executing Glass business priorities targeting >€30 million1 run-rate net EBIT improvement by FY30
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15 FY27 outlook • Group EBIT expected to be lower than FY26 reflecting higher D&A and lower Saverglass EBIT • Significant item cash costs for FY27 – From FY26 significant items: ~$14m / €8.5m – RAK idling impact: ~ €2m per month, prior to recommencement in October 2026 on a restricted - volume basis, reducing thereafter EBIT expected to be higher than FY26, with: • Volume growth expected to be consistent with long term growth rates (~4-6%) supporting EBITDA growth in FY27 • Partially offset by higher D&A, including commissioning of Rocklea by the end of 1Q27 EBIT expected to be ~$30m • First full year of two- furnace operation - operational benefits to support EBITDA growth vs FY26 Outlook assumes no further changes to US tariffs / Middle East conflict Cans Gawler FY26 FY27 Total capex $194.3m $140m-$145m D&A $172.1m $180m-$185m Tax Rate ~26% ~26.5%-27.5% Net finance costs $56.6m $63m-$68m1 (1) Interest expense guidance for FY27 of $63m - $68m excludes the impact of the on-market share buyback in FY27. Group Ongoing impacts from US tariffs, the Middle East conflict and supply chain disruption continued into 1H27, with volume growth and cost savings more than offset by pricing and mix pressures. FY27 € EBIT is expected to be below FY26, with earnings weighted to the second half. Q1FY27 volumes were modestly below the prior corresponding period and support the second-half weighted earnings profile. Saverglass
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Financial Results 14 August 2025 Year ended 30 June 2025 Thank you ororagroup.com/investors