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FY26 Annual General Meeting 27 October 2026 Universal Store Holdings Ltd ABN 94 628 836 484
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1 CHAIR ADDRESS FY26 AGM PRESENTATION 2
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GROUP OVERVIEW FY26 AGM PRESENTATION Expanding standalone retail concept www.perfectstranger.com.au On trend women’s fashion focused Aspirational fashion made accessible 26 stores as at 30 June 2026* Brisbane based (co-located and co-managed with Universal Store) Australia’s largest specialty retailer of p remium casual youth fashion www.universalstore.com.au ~58% of sales derived from private brands a nd ‘sister businesses’ (i.e. THRILLS, Worship) On trend men’s and women’s casual fashion Over 70 brands ranged in store 88 stores as at 30 June 2026* B risbane based (co-located and co-managed with Perfect Stranger) Men’s and women’s casual fashion under the T HRILLS and Worship brands. Provides a wide range of quality, sustainably focused products with a passion for a coastal lifestyle, music, art and a vintage aesthetic. www.THRILLS.co www.worship-supplies.com Emerging standalone retail concept Nine stores as at 30 June 2026* Byron Bay based support office and l eadership team Universal Store Holdings Limited ASX: UNI *Physical stores only Australia’s premier owner and operator of youth and young adult fashion retail brands A grower of businesses, with excellence in culture, retail execution and brand management Customer focused, detail oriented, nimble, multi- channel operations Focused on results, risk management, and fostering outstanding talent Perfect Stranger currently operates on a substantially integrated basis with Universal Store, with significant amounts of shared resources, IP, IT and infrastructure 3
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GROUP FY26 FINANCIAL HEADLINES $376.1m Sales +12.9%1 4 FY26 AGM PRESENTATION 1. All growth percentages compare to the FY25 prior corresponding period (pcp) 2. Underlying EBIT and NPAT excludes the impact of the FY26 CTC goodwill and THRILLS brand name impairment charges and the FY25 DVC adjustment and CTC goodwill impairment charge 3. Underlying EPS is calculated from underlying NPAT and the weighted average shares outstanding during the period (76.7m FY26 vs 76.6m FY25) 4. Net Cash excludes lease liabilities 52.8 cents Underlying EPS3 +16.3% $64.0m Underlying EBIT2 +17.2% (17.0% of Sales) $49.2m Online Sales +10.8% (13.1% of Sales) 43.0 cps FY26 Full-year Dividends +11.7% $40.5m Underlying NPAT2 +16.3% 62.5% Gross Profit % +140bps $23.3m Net cash4 +35.5% $18.2m Statutory NPAT -21.6%
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STRATEGIC ENABLERS 5 FY26 AGM PRESENTATION The Group’s strategic point of difference is based on four core enablers: Engaged, collaborative & customer centric team1 On-trend & differentiated products2 Disciplined store network management3 Understanding our customer4
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ENVIRONMENTAL, SOCIAL & GOVERNANCE 6 FY26 AGM PRESENTATION The Group’s sustainability strategy is based on four key themes: Product stewardship with a commitment to using preferred fibre and eco-modulated products Responsible sourcing in partnership with our suppliers and supported with tier 1 factory independent social audits, aligned code of conduct and regular reporting on supplier performance Climate action beginning with the measurement and reporting of the Group’s greenhouse gas emissions, energy efficiency and building resiliency to climate-related risks Customer engagement through preferred fibre standards labelling and our membership of Seamless Australia’s national clothing stewardship scheme The new Mandatory Climate Reporting standards apply to the Group from FY27 and will form part of our FY27 annual report
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UNI SHARE PRICE ANALYSIS 7 FY26 AGM PRESENTATION
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8 FY26 AGM PRESENTATION LEADERSHIP TRANSITION & OUTLOOK
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2 GROUP CEO UPDATE FY26 AGM PRESENTATION 9
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Total sales of $376.1 million (+12.9% vs pcp). Gro up 5-year sales CAGR of +12.3% (FY21 to FY26)1 US 6-y ear average LFL sales growth of +7.8% 2 13 new stores opened in FY26 – f ive US, seven PS, & one THRILLS store. As planned, one US store closed in FY26 and will reopen in H1 FY27. The Group had 123 stores at 30 June 2026 (excluding webstores) PS retail format continues to rollout nationally wi th 26 stores trading at 30 June 2026. PS contributed 9.4% of total Group FY26 sales (7.6% in pcp) Underlying FY26 EBIT of $64.0 million (+17.2% on p cp) translates to a 5-year CAGR of +7.3% (FY21- FY26)3 118 108 146 158 184 210 93 100 117 131 150 167 211 208 263 289 333 FY21 FY22 FY23 FY24 FY25 FY26 GROUP SALES (A$ MILLION)¹ H1 H2 376 32 20 28 31 35 44 13 13 12 16 19 2045 33 40 55 FY21 FY22 FY23 FY24 FY25 FY26 H1 H2 47 64 28.5 (3.2) 0.8 (0.3) 13.0 8.1 FY21 FY22 FY23 FY24 FY25 FY26 US LFL SALES GROWTH (%)² 6Yr average LFL +7.8% UNI GROUP TRENDS 66 75 77 80 84 88 1 3 8 14 19 26 10 8 8 9 Jun21 Jun22 Jun23 Jun24 Jun25 Jun26 PHYSICAL STORES (#) US PS THRILLS 123 FY26 AGM PRESENTATION 1. Total Group sales includes CTC revenue from 1 November 2022 net of intercompany eliminations 2. US LFL (like-for-like) sales exclude CTC and Perfect Stranger and are calculated daily, excluding closed stores from the day of closure and new stores until they have cycled the first three weeks of operation. FY21-FY22, LFL sales were calculated weekly using a 4/4/5 financial week. Stores that were closed during the COVID-19 pandemic are also excluded from the FY21-FY22 LFL sales calculations 3. Underlying EBIT excludes one-off transaction costs related to IPO & MEP expenses (FY21), onerous lease (FY22), CTC acquisition costs (FY23), the impact of FV movement of DVC (FY23 - FY26), CTC goodwill impairment (FY25, FY26) and THRILLS brand name impairment (FY26) UNDERLYING EBIT (A$ MILLION)3 POST-AASB 16 10 67 78 95 102 111
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11 STRATEGY UPDATE THE GROUP’S CORE STRATEGY IS TO SCALE AND GROW OUR PREMIUM FASHION APPAREL BRANDS AND RETAIL FORMATS, DELIVERING A COMPELLING CUSTOMER EXPERIENCE WHILE DRIVING SUSTAINABLE GROWTH • Customer-led range based on a nimble and fast to market mindset • Identify and curate premium on- trend products our customers love. D ifferentiate through market leading private brands and exclusive third-party products • Service orientated, solutions- based customer experience • Continued investment in team & system capability • Network potential of 100+ stores • Drive sustained brand awareness and customer acquisition throug h ta rgeted brand activations that s trengthen community engagement and long-term retention • Deliver elevated, curated product ranges that meet diverse customer occasion needs • Supporting future growth wit h i ncremental brand dedicated capability & resources • National store roll-out of retail network of 60+ stores. • Retail strategy progressing with i mprovements in store execution, p roduct curation and fast to market m indset and processes. Frequency of fashion ‘drops’ changing from Nov-26 • THRILLS brand rejuvenatio n u nderway: product design to celebrate historic brand values while evolving with current trends • Focus on stabilising wholesale channel through partnerships wit h end uring quality retail partners Group Capabilities Update Customer led approach guided by data analytics and independent customer research guide our decisions and strategic priorities Sustainability priorities guided by internal & external stakeholder consultation. Well positioned for new Mandatory Climate Reporting which applies from FY27 New point of sale (POS) implementation completed in August 2026 New warehouse management system (WMS) implementation planned in FY27 Investment in Group technology depth, capabilities, controls and risk management FY26 AGM PRESENTATION
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FY27 YTD TRADING UPDATE FY26 AGM PRESENTATION 12 Sales performance – first 17 weeks of FY271 • Group FY27 to date¹ direct to customer (“DTC”) sales are up +9.3% on pcp as broken down in the table below • Management expects continued weakness in the CTC wholesale channel in FY27 as it cycles discontinued USA exports and the c losure of a small number of key retail accounts in late FY26 3 Total Sales Growth LFL Sales Growth2 US +6.6% +2.8% cycling +7.7%2 PS +36.8% +11.6% cycling +13.9%2 CTC (DTC) +2.9% -0.7% cycling +2.3% 2 (FY27 LFL growth by channel: in-store +4.1% and online -8.8%) Store network: • New store rollout is on track to achieve previous guidance of 16 to 20 stores across the Group • Five new stores have opened FY27 YTD – three US stores, one PS store a nd one THRILLS store. Seven additional stores are set to open before C hristmas – four US stores, two PS stores and one THRILLS store. In a ddition, one US store will reopen in November after being temporarily closed in FY26 Sales: • Our customer continues to value quality, on-trend clothing from brands they love. The Group has a customer led approach to product mix between private and third-party brands Gross Profit: • The growth of Perfect Stranger continues to provide a gross profit % mix benefit to the Group. Favourable effective AUD/USD is currently offsetting higher transport costs Cost of Doing Business: • Inflationary cost environment includes Award rate and junior rat e i ncreases • Management remains focused on balancing wage optimisation with customer service 1. Weeks 1 to 17 sales are measured from 29 June 2026 to 25 October 2026 2. LFL (like-for-like) sales are calculated daily (29 June 2026 to 25 October 2026) excluding closed stores from the day of closure and new stores until they have cycled the first three weeks of operation. CTC's LFL sales represent direct to customer ("DTC") sales and exclude the wholesale channel 3. The CTC wholesale channel represents circa 4% of Group sales, net of intercompany eliminations
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THANK YOU FY26 AGM PRESENTATION 13
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DISCLAIMER FY26 AGM PRESENTATION 14 The material contained in this presentation has been prepared by Universal Store Holdings Limited ABN 94 628 836 484 (UNI) and is general background information about the businesses, operations and activities of UNI and its subsidiaries, current as at the date of this presentation. The information is provided in summary form only and does not purport to be complete or comprehensive. The information in this presentation should not be considered as advice or a recommendation for investment purposes, as it does not take into account your particular investment objectives, financial position or needs. These factors should be considered, with or without independent professional advice, when deciding if an investment is appropriate. This presentation may contain forward-looking statements with respect to UNI’s operations and businesses. The assumptions underlying these forward- looking statements involve circumstances and events that have not yet taken place and which are subject to uncertainty and contingencies outside UNI’s control. Readers are cautioned not to place undue reliance on any forward- looking statements. UNI does not undertake any obligation to publicly release the result of any revisions to forward-looking statements in this presentation or to otherwise update forward-looking statements, whether as a result of new information, future events, or otherwise, after the date of this presentation. Past performance is not a reliable indication of future performance. To the extent permitted by law, no responsibility for any loss arising in any way (including by way of negligence) from anyone acting or refraining from acting as a result of the material contained in this presentation is accepted by UNI.
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Universal Spirit The unique ability to create memorable and positive experiences for all. Creating an experience that is fun, open and based on kindness. The environment that enables a person to be their best. Authorised for release by the Board of Directors of Universal Store Holdings Limited. For more information, please contact: Registered Office 42A William Farrior Place Eagle Farm QLD 4009 Australia Phone: 07 3368 6500 George Do Incoming Group Chief Executive Officer +61 7 3368 6506 Sam Wells Investor / Media Relations sam@nwrcommunications.com.au +61 427 630 152