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SUPER RETAIL GROUP 2026 Paul Bradshaw Group Managing Director & Chief Executive Officer Super Retail Group CEO AGM Presentation Authorised for release by the Board of Super Retail Group Limited 29 October 2026
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SUPER RETAIL GROUP 2 Group highlights
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SUPER RETAIL GROUP 3 Financial and operating highlights SALES $4,200m Revenue and earnings Total +3.2% | Like-for-like +1.8% (1) Active club member is a club member who purchased in the last 12 months. Growth represents 12 month increase in membership. (2) Represents total active club member sales as a % of total retail sales (excluding trade). Previously calculated as total acti ve club member sales a % of total sales (including trade). (3) Details of other items not included in normalised NPAT are set out in the Segment Note in the Appendix. Normalised3 PBT $306.2m (7.0%) Normalised3 NPAT $225.9m (2.8%) Net debt $14m Profitability, Returns and Per share Customer / Team / Channel Gross margin 45.7% +10 bps Normalised3 PBT margin 7.3% (80 bps) Normalised3 EPS 100.0¢ Statutory EPS 91.2¢ FY26 DPS 65.0¢ Active club members1 13.1m +4.8% Sales from active club members2 85.5% +1.5 ppts Customer NPS 74 +3 points Online sales $552.1m +5.3% Online sales 13.1% Of total sales Return on Capital 16.7% Statutory NPAT $205.9m (7.2%) Total Recordable Injury Frequency Rate 10.9 FY25: 12.1
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SUPER RETAIL GROUP 4 Customer highlights Growth in active club members, store NPS and club member percentage of total sales (1) Active club member is a club member who purchased in the last 12 months. Growth represents 12 month increase. (2) Represents total active club member sales as a % of total retail sales (excluding SCA trade). Previously calculated as total active club member sales a % of total sales (including SCA trade). 13.1m ACTIVE CLUB MEMBERS 1 (UP 5%) 74 CLUB MEMBER NPS (UP 3) 85.5% CLUB MEMBER % OF SALES 2 (UP 1.5 PPTS) 75 CLUB MEMBER NPS (UP 6) 84% CLUB MEMBER % OF SALES 2 (UP 1 PPTS) CLUB MEMBER NPS (UNCHANGED) CLUB MEMBER % OF SALES (UP 2 PPTS) CLUB MEMBER NPS (UP 3) CLUB MEMBER % OF SALES (UP 1 PPTS) CLUB MEMBER NPS (UP 2) CLUB MEMBER % OF SALES (UP 4 PPTS) 70 83% 77 92% 75 80%
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SUPER RETAIL GROUP 55SUPER RETAIL GROUP Store network highlights Delivered a strong pipeline of new store openings in FY26 797 CURRENT STORES 15 NET NEW STORES OPENED IN FY26 18 TARGETED NET STORE OPENINGS IN FY27 10 FY26 NET STORE OPENINGS 8 TARGETED FY27 NET STORE OPENINGS 0 FY26 NET STORE OPENINGS 5 FY26 NET STORE OPENINGS 0 FY26 NET STORE OPENINGS 5 TARGETED FY27 NET STORE OPENINGS 4 TARGETED FY27 NET STORE OPENINGS 1 TARGETED FY27 NET STORE OPENINGS In FY26 the Group opened 28 stores and closed 13 resulting in a net increase of 15. rebel closed 9 stores, Macpac closed 4 stores.
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SUPER RETAIL GROUP TOTAL GROUP In-store 91% 82% 88% 84% 87% Click & Collect 7% 5% 7% 2% 6% Home delivery 2% 13% 5% 14% 7% Digital and omni-retail highlights 66 $552m GROUP FY26 ONLINE SALES 52% HOME DELIVERY % OF FY26 ONLINE SALES 5.3% FY26 ONLINE SALES GROWTH 48% CLICK & COLLECT % OF FY26 ONLINE SALES 10.3% FY26 CLICK & COLLECT GROWTH 93% % OF FY26 SALES COMPLETED IN STORE
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SUPER RETAIL GROUP 7 Progress towards our key focus areas in FY26 Funds raised1 for community organisations >$3 million People & Community Across Australia and New Zealand SAFETY – TRIFR2 10.9 in FY26 An improvement from 12.1 in FY25 Female representation: senior leadership 42.6% Up 1.6 ppts from 41% in FY25 Female representation: Board 50% Environment Waste diversion 72.4% FY25: 65.9% Recycled engine oil (L) 1,747,765 Up 17% on FY25 Recycled car batteries 179,519 Sports shoe recycling 199,013 2.3 MW Total rooftop solar installed Average Gender Pay Gap 1.3% Compared to retail industry mid-point average of 9.7% Up 17% on FY25 Up 6% on FY25 (1) Funds raised consists of both direct and indirect donations (2) TRIFR is Total Recordable Injury Frequency Rate (3) Commencing 1 January 2027 Expanded our product stewardship programs, helping customers repair, reuse or recycle their products Renewable Power Purchase Agreement (PPA) contracted 3 to cover the majority of our sites located in QLD, NSW, Vic, ACT and SA Published Super Retail Group’s inaugural Climate-Related Financial Disclosures within the FY26 Annual Report GHG emissions intensity 13.9 CO2e/$M revenue FY25: 13.9
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SUPER RETAIL GROUP … of which we currently capture approximately $4bn in revenue $65 billion total addressable market across our three categories 1. Boston Consulting Group and Super Retail Group management team FY25 market estimates, as at 31 October 2025 8 $65bn TOTAL ADDRESSABLE MARKET (TAM) across Auto, Sport & Outdoor $4bn
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SUPER RETAIL GROUP We inspire and equip everyone to live their passion every day OUR GROWTH ENGINES POWERED BY TRANSFORMATION Maintained by OUR VISION Be the first choice for customers in Australia and New Zealand OUR PURPOSE Continuous improvement in retail execution FOUNDATIONS Embedding digital, data, AI and process foundations that enable integration and scale. • Range • Store format • Fitment • Regional stores • Private brand • Owning sport • Superstores • Large format • 4WD fitment • Product • Brand awareness • Network CUSTOMER Meeting customers where and how they shop TEAM Helping teams perform at their best FLOW Streamlining end-to-end retail processes VALUE Sustainable cost advantage 9 Our strategy to fuel the next phase of growth
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SUPER RETAIL GROUP 10 Segment results $m FY26 (52 weeks) FY25 (52 weeks) Segment Sales PBT Sales PBT Supercheap Auto 1,591.6 203.3 1,531.5 196.9 rebel 1,422.7 105.1 1,361.7 100.8 BCF 952.7 52.3 950.7 61.0 Macpac 239.5 13.6 231.4 10.3 Group and Unallocated (6.7) (68.1) (5.2) (39.6) Total 4,199.8 306.2 4,070.1 329.4
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SUPER RETAIL GROUP 11(1) Source: Stellar Market Research March 2026 quarterly survey based on main store preference. • Solid momentum over first nine months before onset of fuel crisis in April, improved performance May and June • Delivered market share gains in both full year and second half • Initiated key ranging improvements with a strong response from customers • Launched new “Spend & Get” loyalty program, replacing the previous Best Price Credit • Substantial increase in club member NPS • Delivered ongoing network expansion and store upgrades • Over 1 million fitments completed in the period, up 12 per cent on FY25 Supercheap Auto highlights Supercheap Auto is Australia and New Zealand’s favourite1 specialty automotive parts and accessories retail business
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SUPER RETAIL GROUP 12 • Total sales increased by 3.9 per cent to $1.6 billion. Like-for-like sales grew 2.7 per cent, primarily due to higher average transaction values. • Like-for-like sales grew 1.4 per cent in New Zealand and 2.8 per cent in Australia. Demand moderated in the fourth quarter due to the onset of the fuel crisis. • Under the Bonnet categories continued to be key growth drivers, supported by recent ranging initiatives with strong performance across Filtration, Fuel and Cooling as well as Braking, Ignition & Parts. Above the Bonnet categories Safety & Comfort and Wipers & Electrical performed well, whilst the Portable Power & Trailer category drove growth in Home, Garage & Outdoors. • Gross margin declined by 30 bps due to negative product mix, whilst elevated oil prices led to some inflationary pressures in the second half. Cost of doing business grew 3.2 per cent and declined by 20 bps as a percentage of sales. • Segment profit before tax margin declined by 10 bps and Segment PBT of $203.3 million was 3.3 per cent higher than the previous period. • Online sales grew 17 per cent to $147 million and represented 9 per cent of total sales. • Active club membership grew by 4 per cent and club members represented 84 per cent of total sales. Club member NPS rose by 6 points to 75. • SCA opened ten stores resulting in 362 stores at period end. $m FY26 FY25 Change Sales 1,591.6 1,531.5 3.9% Segment EBITDA 353.4 339.1 4.2% Segment EBIT 226.0 218.4 3.5% Segment PBT 203.3 196.9 3.3% Segment PBT margin 12.8% 12.9% (10bps) 362 STORES 5.1m ACTIVE CLUB MEMBERS 2.7% LFL SALES GROWTH 14.2% EBIT MARGIN 12.8% PBT MARGIN
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SUPER RETAIL GROUP 13 • Solid top line momentum, delivering steady like-for-like growth across the period, amidst softer sporting category performance and elevated competition • Continued market share momentum, with solid share gains over 6 months, 1-year and 2-year time frames • Progress in lifting retail execution with improved metrics for stock loss and inventory availability in the second half • Margin performance strengthened in the second half, supported by improved promotional discipline and a more favourable product mix • Successful FIFA World Cup campaign boosted customer engagement and supported second-half sales performance rebel highlights rebel is Australia’s leading sporting goods and apparel retailer1. Our goal is to inspire everyone to chase their sporting dreams and passions (1) Source: Stellar Market Research March 2026 quarterly survey based on main store preference.
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SUPER RETAIL GROUP 14 • Total sales increased by 4.5 per cent to $1.4 billion. Like-for-like sales grew by 3.8 per cent, with growth in both transaction numbers and average transaction value. • Growth was led by strong performances in sports equipment, accessories and recovery. Footwear continued to perform well despite increasing competitive intensity. Licensed apparel was a standout performer, particularly in the second half, supported by strong customer engagement around the FIFA Men’s World Cup. • Gross margin improved by 60 bps reflecting improved promotional discipline and favourable product mix in the second half. Stock loss levels have stabilised, with a range of initiatives being implemented across the business targeting an improvement in the medium term. • Segment profit before tax margin of 7.4 per cent was in line with the prior year, as the improvement in gross margin was offset by an increase in cost of doing business as a percentage of sales, driven primarily by occupancy expenses. • Segment PBT grew 4.3 per cent to $105.1 million. • Active club membership grew 5 per cent and represented 83 per cent of total sales. • Online sales of $253 million represented 18 per cent of total sales. Click & Collect represented 28 per cent of online sales. • rebel opened nine stores, and closed nine, resulting in 162 stores at period end. $m FY26 FY25 Change Sales 1,422.7 1,361.7 4.5% Segment EBITDA 275.8 255.3 8.0% Segment EBIT 132.4 123.7 7.0% Segment PBT 105.1 100.8 4.3% Segment PBT margin 7.4% 7.4% - 162 STORES 4.3m ACTIVE CLUB MEMBERS 3.8% LFL SALES GROWTH 7.4% PBT MARGIN 9.3% EBIT MARGIN
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SUPER RETAIL GROUP 15(1) Source: Stellar Market Research March 2026 quarterly survey based on main store preference. • Challenged financial result for BCF, although improved performance toward the end of the period • Lapping a very strong FY25, outdoor activity in FY26 was moderated by environmental factors in the first half. The second half was more acutely impacted by the onset of the fuel crises during the crucial Easter trading period • BCF continued to deliver on their network plan, with the successful launch of large format stores (such as Toowoomba West), and Superstores (Palmerston and Taren Point) • Good progress toward launch of 4x4 fitment, with Cannington superstore commencing its trial in Q1 FY27 • Club members represented 92 per cent of full year sales and club member net promoter score increased by 3 points to a record 77 BCF highlights BCF is Australia’s favourite1 outdoor retailer, with stores located in every Australian state and territory
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SUPER RETAIL GROUP 16 • BCF faced more challenging conditions in FY26 with total sales up 0.2 per cent to $952.7 million. Network expansion offset a decline in like-for-like growth across the period. • First half trading was impacted by adverse environmental conditions in South Australia and Victoria resulting in a reduction in marine and fishing activity. Despite a positive start to the second half, the leisure category was heavily impacted by the sharp increase in domestic fuel prices and concerns around supply shortages, which significantly moderated outdoor leisure activity over the crucial Easter trading period. • Like-for-like sales declined by 2.1 per cent, with a modest increase in average transaction value more than offset by a decline in transaction volumes. • Queensland reported positive like-for-like growth, offset by declines in Victoria and South Australia. Caravaning performed well, along with categories spanning camp cooking & dining, and electronics. 4WD categories were impacted by the fuel crisis in the second half. • Gross margin increased by 20 bps. Cost of doing business grew 3.6 per cent, increasing by 110 bps as a percentage of sales. • Segment profit before tax decreased by 14.3 per cent to $52.3 million, with the PBT margin declining by 90 bps to 5.5 per cent. • Active club membership grew by 4 per cent, representing 92 per cent of total sales. • Online sales grew by 3 per cent to $113 million and represented 12 per cent of total sales. • BCF opened five stores, resulting in 170 stores at period end. $m FY26 FY25 Change Sales 952.7 950.7 0.2% Segment EBITDA 145.0 150.7 (3.8%) Segment EBIT 66.4 75.4 (11.9%) Segment PBT 52.3 61.0 (14.3%) Segment PBT margin 5.5% 6.4% (90 bps) 170 STORES 2.8m ACTIVE CLUB MEMBERS (2.1%) LFL SALES GROWTH 7.0% EBIT MARGIN 5.5% PBT MARGIN
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SUPER RETAIL GROUP 17 • Macpac enjoyed strong momentum over the first nine months before unseasonably warm conditions during Q4 moderated demand during the key peak trading period • Disciplined gross margin management following clearance activity in Q1 and well contained cost of doing business delivered strong operating leverage and profit growth over the full year • Further expansion of store network, and maturation of prior year store openings contributed to improved brand awareness in Australia • Record club member net promoter score, increasing 2 points to 75 • Achieved 0.9m active customers, an increase of 13 per cent on prior year Macpac highlights Macpac is New Zealand’s original, technical outdoor brand that gives you the confidence and spirit to take on anything
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SUPER RETAIL GROUP 18 • Total sales increased by 3.5 per cent to $239.5 million, like-for-like sales grew 1.5 per cent. • Like-for-like sales grew 3.7 per cent in New Zealand, and 0.3 per cent in Australia. Subdued demand in NSW and Victoria was offset by robust growth outside of those states. • After a strong first nine months, extended mild winter conditions moderated demand during the peak trading season late in the period. • Baselayers, midlayers, and tops & tees were among the strongest-performing categories. Demand for insulation products was subdued, reflecting the milder winter conditions late in the period. • Gross margin declined by 30 bps, due largely to clearance activity in the first quarter. • Cost of doing business as a percentage of sales declined by 150 bps, reflecting a strong focus on managing costs and a reduction in network activity. • Segment profit before tax grew by 32.0 per cent to $13.6 million. Profit before tax margin increased by 120 basis points to 5.7 per cent. • The AUD:NZD exchange rate increased by 13 per cent throughout the year, creating a headwind to the translation of revenue and profits from New Zealand operations. Profit before tax growth at constant currency was 44.7 per cent. • Active club membership grew 13 per cent and represented 80 per cent of retail sales. Online sales of $40 million represented 16 per cent of total sales. • Macpac opened four stores and closed four resulting in 103 stores at period end. $m FY26 FY25 Change Sales 239.5 231.4 3.5% Segment EBITDA 48.1 43.3 11.1% Segment EBIT 17.6 14.3 23.1% Segment PBT 13.6 10.3 32.0% Segment PBT margin 5.7% 4.5% 120 bps 103 STORES 0.9m ACTIVE CLUB MEMBERS 1.5% LFL SALES GROWTH 5.7% PBT MARGIN 7.3% EBIT MARGIN
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Trading update 19
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SUPER RETAIL GROUP 20 FY27 trading update Group like-for-like growth moderated during the period as industry -wide headwinds weighed on consumer confidence and discretionary spending. Supercheap Auto and rebel remained resilient with both b rands growing market share1. Higher fuel prices weighed particularly on BCF. Year on year promotional cycles and milder winter conditions affected Macpac. The Group continued its focus on disciplined cost management and margin optimisation. Year-to-date earnings remained in line with management’s expectations. Like-for-Like Sales Growth FY27 v FY26 Q1 Total Sales Growth FY27 v FY26 Q1 Supercheap Auto 2.5% 3.4% rebel 0.3% 2.3% BCF (1.1%) 3.5% Macpac (11.7%) (14.3%) Group Total 0.2% 2.0% 1 Commbank IQ September 2026
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SUPER RETAIL GROUP 21 This presentation provides a summary of the operations, activities and performance of Super Retail Group Limited (ABN 81 108 676 204) (the Company or Super Retail Group) and its subsidiaries (together, the Group) for the financial year ended 27 June 2026. The financial year ending 27 June 2026 represents a 52-week period. In this presentation, references to “we”, “us”, “our”, and “Group” refer to the Company and its subsidiaries. References in this presentation to “the year”, “the period” or “the reporting period” are to the financial year ended 27 June 2026, and comparisons of FY26 performance are by reference to the financial year ended 28 June 2025, unless otherwise stated. All dollar figures are expressed in Australian dollars, unless otherwise stated. This presentation is not intended to and does not constitute an offer, invitation or recommendation on behalf of Super Retail Group, its subsidiaries, or any other person to subscribe for, purchase or otherwise deal in any equity, debt or other securities, nor is it intended to be used for the purpose of, or in connection with offers, invitations or recommendations to subscribe for, purchase or otherwise deal in any equity, debt or other securities. Information in this presentation is general only and does not constitute investment, financial, tax, legal or other advice. You should make your own assessment and seek independent professional advice in connection with any investment decision. This presentation contains forward-looking statements. The forward-looking statements may be identified by the use of terminology such as “may”, “could”, “would”, “will”, “should”, “expect”, “intend”, “anticipate”, “estimate”, “continue”, “assume”, “target” or other similar expressions, or by statements regarding business or other plans, strategy, outlook, objectives, targets, goals or future events or intentions. Indications of, and guidance on, future earnings and financial position and performance are also forward-looking statements. While these forward-looking statements are based on assumptions and information known to Super Retail Group at the date of this presentation, they are provided as a general guide only and are not guarantees or predictions of future performance or statements of fact. These statements involve known and unknown risks and uncertainties, which may cause actual results, performance and achievements, or industry results, to differ materially from those expressed in, or implied by, any forward-looking statements contained in this presentation. Many of these risks, uncertainties and other factors are outside the control of Super Retail Group. The accuracy of the Group’s greenhouse gas (GHG) emissions data and other metrics may be impacted by various factors, including the inherent uncertainty and limitations in measuring GHG emissions under the calculation methodologies used in the preparation of such data, inconsistent data availability, a lack of common definitions and standards for reporting climate-related information, quality of historical emissions data, reliance on assumptions and changes in market practice. These factors may impact the Group’s ability to meet commitments and targets or cause the Group’s results to differ materially from those expressed or implied in this presentation. There may also be differences in the manner that third parties calculate or report GHG emissions data compared to the Group, which means that third-party data may not be comparable to our data. Parts of this presentation are also based on information provided by third parties which Super Retail Group has not independently verified. Readers should not place undue reliance on the forward-looking statements. To the maximum extent permitted by law, Super Retail Group, its affiliates and their respective officers, directors, employees, agents and advisors give no warranty, assurance or guarantee in connection with: (a) the likelihood of fulfillment of any forward-looking statement or any outcomes expressed or implied in any forward-looking statement, whether as a result of new information, future events or results or otherwise; or (b) information prepared by third parties or matters contained in, or derived from, any such information. Except as required by applicable laws, regulations, or the ASX Listing Rules, neither Super Retail Group nor any other person assumes any obligation or undertakes to publicly update or review any forward-looking statements, whether as a result of new information, future events or otherwise. Past performance cannot be relied on as a guide to future performance. Super Retail Group cautions against reliance on any forward-looking statements or guidance. This presentation includes certain financial measures that are not prepared in accordance with Australian Accounting Standards (AAS) or International Financial Reporting Standards (IFRS). These non-IFRS financial measures are financial measures other than those defined or specified under any relevant accounting standard and may not be directly comparable with other companies’ information and, accordingly, should be read in conjunction with the Group’s audited financial statements. Non-IFRS financial measures are used by management to assist with assessing the financial performance of the Group and individual business segments and to enhance the comparability of financial information between reporting periods. Management and the Directors of the Company also believe that these non-IFRS measures assist in providing additional meaningful information on the underlying drivers of the business, performance and trends, as well as the financial position of the Group. The non-IFRS measures presented in this presentation include those referenced as “underlying” or “normalised”. These measures exclude items that management considers are not representative of the underlying performance of the business. While Super Retail Group believes these non-IFRS measures provide useful information for understanding the Group’s financial performance, they should not be viewed in isolation and should be considered in addition to, and not be a substitute for, IFRS financial information and measures. Non-IFRS financial measures are not subject to audit or review. Important notice and disclaimer