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1 Amanda Bardwell, Managing Director and CEO Stephen Harrison, CFO WoolworthsGroup 2026 Full Year Results For the 52 weeks ended 28 June 2026 26 August 2026
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We create better experiences together for a better tomorrow Contents 2Woolworths Group Full Year Results 2026 4 F26 Group summary Amanda Bardwell 24 Group financial results and capital management Stephen Harrison 34 Current trading and outlook Amanda Bardwell
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WoolworthsGroup acknowledges the many Traditional Owners of the lands on which we operate and pay our respects to their Elders past and present. We recognise their strengths and enduring connection to lands, waters and skies as the Custodians of the oldest continuing cultures on the planet. We are committed to actively contributingto Australia’s reconciliation journey through listening and learning, empowering more diverse voices, caring deeply for our communities and working together for a better tomorrow. Acknowledgment of Country Woolworths Group Full Year Results 2026 3 ‘A Brave Heart for a Better Tomorrow’ artwork by David Williams of Gilimbaa.
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F26 Summary Woolworths Group Full Year Results 2026 4 Good progress on strategy to become first choice for customers; Group VOC NPS up four points on prior year Customer investment and improved execution in Australian Food delivering solid sales growth, particularly in H2 Group EBIT 1 up 12.7% driven by growth in all trading segments. Significant contribution from complementary businesses & services Group eCommerce sales growth of 15.9% with acceleration in H2 led by On Demand; strong profit improvement Above-store cost savings delivered in line with expectations supporting 24 bps reduction in Group CODB 1 Before significant items. Refer to page 16 of the F26 Profit and Dividend Announcement for further detail on significant items
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All trading segments contributing to an improved performance Woolworths Group Full Year Results 2026 5 F26 Group EBIT contribution 1 Before significant items. Refer to page 16 of the F26 Profit and Dividend Announcement for further detail on significant items 2 Excluding the impact of cycling industrial action and supply chain implementation costs. Refer to Appendix Four on page 21 of the F26 Profit and Dividend Announcement F26 Group sales 3.6% vs. F25 $71.5b F26 Group EBIT1 12.7% vs. F25 $3,105m 8.7% vs. F25 ex. IA and supply chain2 +12.7% $2,754m $3,105m F25 Group EBIT Australian Food W Living Australian B2B New Zealand Food Other F26 Group EBIT
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Restoring momentum in Australian Food WoolworthsGroup Full YearResults2026 6 Key actions 1 Excludes the impact of cycling industrial action in Q2 F26 Invested in more value for customers including Lower Shelf Price and Everyday Rewards Team investment and increased delivery frequency in key departments and times of day Strong item growth supported by major trading events and seasonal campaigns Expanded network to support eCommerce and On Demand growth +3 pts Increase in Value for Money VOC NPS (store & online) vs. June 2025 58 bps Increase in average shelf edge availability F26 vs. F25 15.9% Group eCommerce sales growth in F26 4.8% Woolworths Food Retail item growth in H2 F26 Q4 F25 Q1 F26 Q2 F26 Q3 F26 Q4 F26 Q1 F27 (8 wks)Item growth Sales growth Woolworths Food Retail sales and item growth (stores and online) (%) 1
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Connecting with customers more than ever WoolworthsGroup Full YearResults2026 7 1 Woolworths Customer Pulse Survey, 3MR as of June 2026 2 Australian Bureau of Statistics (ABS) June 2025 3 Afterpay The Next Gen Index 4 Adyen 2026 Australia Retail Report Customers remain value conscious as cost-of-living pressures persist The customer base is more culturally diverse with generational and household composition shifts Competition has grown giving customers more choice than ever Customers want greater convenience and AI is rapidly reshaping how and where customers shop 41% of Australian customers feel they struggle to make ends meet1 67% of customers tell us they are cross- shopping between supermarkets1 64% of Australian customers surveyed have used AI assistants to shop (higher for Gen Z and Millennials) 4 32% of Australian population born abroad in 2025 2 48% of retail spend from Gen Z and Millennials by 2030 3
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Our strategic priorities are clear with a focus on execution WoolworthsGroup Full YearResults2026 8 Become first choice for the Freshest Australian Food1 2 Improve returns in New Zealand Food and BIG W 3 Grow complementary businesses & services Deliver competitive value for every customer Differentiate with products customers love Create the best shopping experience Reshape to be a modern, future-fit retailer Develop leaders who deliver and transform Sales growth from Woolworths Food Retail in line or above the market Incremental growth from complementary businesses & services Woolworths Food Retail EBIT growth > sales Double-digit TSR HOW WE WILL EXECUTE STRATEGIC IMPERATIVES WHAT WE WILL ACHIEVE MEDIUM-TERM PRIORITIES WHAT WE WILL DELIVER FINANCIAL ASPIRATIONS AMBITION Be the first choice for customers, offering the best products and shopping experiences, led by our People and powered by Technology
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11WoolworthsGroup Full YearResults2026 9 Improve returns in New Zealand Food and BIG W More rewarding and competitive value Woolworths Food Retail Value for Money VOC NPS (Store & Online) 55 56 59 Jun-24 Dec-24 Jun-25 Dec-25 Jun-26 +3 pts Increase in Value for Money VOC NPS vs. June 2025 -0.8% 1 Reduction in Q4 average prices; down every quarter in F26 1 Affordable and dependable prices Strong promotional program Transparent value communication 800+ products on Lower Shelf Price with an average shelf price reduction of ~16% Strong promotional execution on key family lines like bananas, nappies and chicken breasts Increased value messaging to highlight total basket savings for customers 1 Woolworths Food Retail average prices excluding Tobacco compared to the prior year 1 Become first choice for the Freshest Australian Food
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11WoolworthsGroup Full YearResults2026 10 More rewarding and competitive value 1 Registered Everyday Rewards members that have scanned their card at any Woolworths Group banner or partner in the last 12 mon ths Members get more in the Everyday Rewards app. Active members (m)1 9.1 10.8 F23 F24 F25 F26 19% 10.8m Active Everyday Rewards members1, +3.4% vs. F25 +13% Increase in members accessing Boost offers vs. F25 Launching compelling Rewards offers & experiences Delivered new and enhanced campaigns incl. FisslerCookware, Shop &Scan toWin,Big Points Blitz Delivering more personalised member value Upweighted Everyday Rewards plan contributingto strong member engagement andsales growth New Financial Services partners ANZ and American Express Expanding our set of trusted program partners 1 Become first choice for the Freshest Australian Food
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11WoolworthsGroup Full YearResults2026 11 2 First choice for Fresh 7.7% Growth in Fresh sales1 in H2 F26 +2 pts vs. June’25 76 75 77 Jun-24 Dec-24 Jun-25 Dec-25 Jun-26 Woolworths Food Retail Fruit & Veg VOC (Store & Online) 1 Woolworths Food Retail Cultivate more love for Fresh Continued to grow exclusive and premium F&V lines including premium apples, grapes and stone fruit World-first virtual reality F&V program for avocado orchard- to-shelf training – rolled out to all stores in July Best flavour & freshness that lasts longer Completed latest ripening room project in Perth to deliver the best ‘Eat Now, Eat Later’ banana and avocado options for customers More ripened options for customers +3.5 pts Increase in Meat availability vs. F25 1 Become first choice for the Freshest Australian Food
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11WoolworthsGroup Full YearResults2026 12 2 Products customers love +2 pts vs. June’25 5.5% Own and exclusive brands sales growth in F26 1 In the 10 weeks post launch 77 77 79 Jun-24 Dec-24 Jun-25 Dec-25 Jun-26 Woolworths Food Retail in-store range VOC 148 Product awards in F26 including CHOICE, Canstar Blue and Healthy Food Guide Relaunched Little One’s nappies in H2 with a focus on quality featuring an improved fit and absorbency. 80%+ repeat purchase rate1 Added 41 new and 24 rebranded globally-inspired own brand pantry products across La Mesita, Lantern Alley and La Gina 83 new and 60 reformulated ready-made, convenience meals, helping to better meet growing customer demand Quality own brand Serving growing customer needs Market-leading shifts 1 Become first choice for the Freshest Australian Food
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11WoolworthsGroup Full YearResults2026 13 2 Easiest ways to shop 1 Become first choice for the Freshest Australian Food Delivering market-leading digital experiences to simplify the weekly shop 2.4x Connected customers spent 2.4x more than in-store only customers in Q4 F26 average weekly visits to Woolworths digital platforms (app & web) ↑ 22.9% vs. F25 70%+ of Woolworths eCom orders placed through the app in Q4 F26 ↑ 4.6 pts vs. Q4 F25 Smart Basket Create meal plans and recipe inspiration based on customers’ preferences, comparing products to suggest specials and dietary needs Agentic Olive Personal shopping companion Ready-made personalised basket Builds an online basket with a single click by predicting items based on past shopping habits 14m Scan&Go Turns an image into a digital shopping list Snap & Shop Saves time by creating a shoppable list to use online or in store Digital supermarket trolleys in 52 stores Enabling customers to scan and bag items and track their spend as they shop
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11WoolworthsGroup Full YearResults2026 14 2 Easiest ways to shop 1 Become first choice for the Freshest Australian Food 18.6% F26 eComX sales growth driven by strong On Demand growth eCommerce growth supported by shift toward rapid fulfilment and network expansion F25 F26 On Demand Direct to Boot Home delivery 47%42.3% F26 Pick up mix of eCom sales ↑ 113 bps vs. F25 of eCom delivery orders fulfilled in <2 hours ↑ 7 pts vs. F25 of Australian population is <10 min drive from a Woolworths Supermarket 86% 67 renewed and 13 new stores1 delivered in F26 850+ stores offering On Demand services 785 stores servicing Direct to Boot 1 Woolworths Food Retail net new stores
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11WoolworthsGroup Full YearResults2026 15 2 Execution excellence 1 Become first choice for the Freshest Australian Food Improved availability in F26 through targeted investments Supply chain Average shelf edge availability improved by 58 bps vs. F25 Stores Targeted store hour investment in specific departments and on certain days Product availability More frequent deliveries Supported by the ramp up of key supply chain assets • Moorebank NDC average weekly cartons of 2.2 million with strong service performance • Launch of Moorebank RDC and ahead of plan, currently servicing over 300 stores and 6,800 SKUs with average weekly cartons of 2.4 million as at June 2026 • Auburn CFC now fulfilling around 30,000 orders per week 75 75 77 Jun-24 Dec-24 Jun-25 Dec-25 Jun-26 WoolworthsFoodRetail Out of Stock VOC +2 pts vs. June’25 IA impact
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11WoolworthsGroup Full YearResults2026 16 2 Improved performance in New Zealand Food 2 Improve returns in New Zealand Food and BIG W New Zealand Food sales Amplified focus on customer value including Fresh Fresh sales growth of 3.4%1 vs. F25 Relaunched Member Prices on over 1,500 products Rewards VOC NPS +6 pts vs. F25 Solidified eCom leadership eCom penetration up 120 bps vs. F25 Completed rebrand to Woolworths and launched new store operating model 300+ new in-store leadership positions Expanded own brand and value propositions 500+ own brand products launched +2 pts vs. F25 reflecting investment in price and Everyday Rewards 2.3m active Everyday Rewards members ↑ 6.8% vs. F25 Value for Money VOC NPS8.8% EBIT improvement in F26; H2 more challenging F26 EBIT growth 1 F26 strategic highlights 1 New Zealand dollars
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11WoolworthsGroup Full YearResults2026 17 2 Progress on BIG W transformation 2 Improve returns in New Zealand Food and BIG W 7m+ Average weekly digital visits (app & web) ↑ 13% vs. F25 $64m Launched new brand platform ‘How good’s that’ and Big Price Drops campaign on 2,000+ SKUs Expanded choice in eCom to 3m+ SKUs and improved speed of delivery Completed two store renewals with BIG W Format 2.0 Continued to build out own brand design and sourcing capabilities Clothing turnaround through simpler range, lower prices and scale-up of RFID Returned to positive EBIT and cash flow in F26; EBITDA growth of 28.1% Q4 Brand NPS +5 pts vs. F25; Value for Money VOC +3 pts vs. F25 Clothing sales growth of 2.1% vs. F25; reduced clearance investment eCommerce GTV growth of 26.7% vs. F25 Sales and profit uplift in renewed stores Own brand growth of 7.5% vs. F25 F26 GTV revenue growth 3.7% Driven by strong sales growth in BIG W Market of 83.7% vs. F25 F26 EBIT F26 strategic highlights
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11WoolworthsGroup Full YearResults2026 • Deliver product differentiation through own brand and deepening branded supplier partnerships • Build price trust in a value conscious market. Reset Everyday business • Accelerate eCommerce growth through improved convenience and choice • Provide better store experiences through renewal program and improved merchandising • Continue with BIG W systems separation 18 • Retail excellence with an elevated focus on retail execution and productivity • More value for customers through pricing and range • Bring the products customers love to market more quickly • More convenience and eCom offers as well as upgrades to digital customer experience • Leading loyaltyprogram with more tangible value F27 focus areas F27 focus areas F27 focus areas to build on progress 2 Improve returns in New Zealand Food and BIG W
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11WoolworthsGroup Full YearResults2026 3 Grow complementary businesses & services 19 Increasing contribution from complementary businesses & services Note: All growth rates are compared to F25 1 Before significant items • Comparable sales up 5.8%; eCommerce growth of 24% • Strong underlying double-digit EBIT growth • Own and exclusive brand sales growth of 27% Complementary businesses Complementary services • PFD sales growth of 5.2% • Sales growth primarily driven by resilient QSR. Food Service channel more challenging in H2 • Strong cost discipline • Cartology revenue growth of 7.8% • Launched self serve Sponsored Products Search for Woolworths and BIG W on Cartology Ads Manager portal • Aisle-entry screen rollout completed • Rewards & Services revenue growth up high single digits • Everyday Insurance active policies up 4.3% • Everyday Mobile active customers up 10% • Strong revenue growth in PC+ • Solid volume growth in Freight, Warehousing and International Services • Cost efficiencies through improved network utilisation supporting EBIT growth Contributing around a third of Group EBIT1 growth in F26 Complementary businesses & services Other Group EBIT
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AI is the biggest opportunity in a generation; we are uniquely positioned to shape the future of retail in Australia 11WoolworthsGroup Full YearResults2026 20 Leading the next era of AI-powered retail Strong foundations in digital and data Largest customer base Collaboration with leading AI partners Customer AI Workflow AI Team AI Delivering market-leading customer experiences Reshaping core internal processes Empowering team with AI tools and training • On-site experiences – scaling agentic shopping tools including Olive and Smart Basket • Personalisation – AI-driven personalisation engine delivering millions of customised offers to members every week • Customer service agents – AI agents resolving over 7 million customer queries annually • Software development – shifting from manually writing code to orchestrating AI agents • Marketing – end-to-end workbench for brand and marketing, turning marketing ideas into live campaigns, from social feeds to print catalogues • Commercial– deploying AI to support pricing, promotions and ranging decisions • AI literacy and adoption –rolled out Gemini to all support team members two years ago, alongside AI training • Agentic insights – empowering teams with AI-powered insights tools that help them make better decisions • Executive AI tools – lift meeting effectiveness, personal productivity, and how leaders act on feedback
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11WoolworthsGroup Full YearResults2026 21 Demonstrating AI in action Agentic commerce Catalogue planning Team Assist 1m+ unique customers have used our agentic shopping tools 9 in 10 interactions fully resolved without human intervention Time of production reduced from a week to a few hours
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11WoolworthsGroup Full YearResults2026 22 Sustainability progress in F26 700 stores now supporting soft plastics recycling Waste & circularity #1 ranking KnowTheChain Food and Beverage benchmark 2026 Human rights 44m+ meals donated to food rescue partners from surplus food Social impact 80%+ sales tonnage of healthier products1 Health & nutrition 45% reduction in Scope 1 & 2 emissions vs. F23 baseline Climate & nature 1 Calculated based on sales tonnage across Australian and New Zealand Supermarkets and Metros. Healthier products include all n utritious products as defined by Australian and New Zealand Dietary Guidelines, and all discretionary products ≥3.5 Health Star Rating
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4 F26 Group summary Amanda Bardwell 24 Group financial results and capital management Stephen Harrison 34 Current trading and outlook Amanda Bardwell Contents WoolworthsGroup Full YearResults2026 We create better experiences together for a bettertomorrow 23
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Group financial results and capital management WoolworthsGroup Full YearResults2026 24
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Group sales ($m) Group EBIT 1 ($m) Group NPAT 3 ($m) Group ROFE 1 F26F25 ↑ 3.6% vs. F25 ↑ 12.7% vs. F25 F26F25 F26F25 ↑ 15.4% vs. F25 Group sales increased by 3.6% with all segments reporting sales growth on the prior year. Constant currency sales up 4.2% Group NPAT increased by 15.4% driven by EBIT growth and stable finance costs Group ROFE of 16.4% increased by 2.7 pts compared to the prior year reflecting higher ROFE in all trading segments Group EBIT 1 increased by 12.7% driven by growth in all trading segments. Ex IA and supply chain implementation costs in Australian Food, Group EBIT would have increased by 8.7% 2 2.7 pts vs. F25 WoolworthsGroup Full YearResults2026 F26F25 ↑ 25 F26 financial results 1 Before significant items. Refer to page 16 of the F26 Profit and Dividend Announcement for more detail on significant items 2 Refer to Appendix Four on page 21 of the F26 Profit and Dividend Announcement for further detail on impact of industrial action and supply chain implementation costs 3 Before significant items attributable to equity holders of the parent entity
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$ MILLION F26 F251 CHANGE H2 F26 H2 F251 CHANGE Australian Food 53,852 51,488 4.6% 26,226 24,814 5.7% New Zealand Food (AUD) 7,323 7,557 (3.1)% 3,405 3,662 (7.0)% New Zealand Food (NZD) 8,491 8,286 2.5% 4,085 4,001 2.1% Australian B2B2 5,983 5,743 4.2% 2,855 2,761 3.4% W Living 5,694 5,597 1.7% 2,551 2,536 0.6% Other3 274 246 11.6% 140 126 11.8% Intersegment eliminations and reclassifications4 (1,587) (1,554) 2.1% (773) (752) 3.0% Total Group 71,539 69,077 3.6% 34,404 33,147 3.8% WoolworthsGroup Full YearResults2026 4.1% ex. IA $ MILLION F26 F251 CHANGE H2 F26 H2 F251 CHANGE Australian Food 2,953 2,721 8.5% 1,443 1,348 7.0% New Zealand Food (AUD) 141 138 2.9% 52 65 (19.9)% New Zealand Food (NZD) 163 150 8.8% 63 68 (7.7)% Australian B2B 155 137 13.0% 66 59 10.8% W Living 116 (31) n.m. 20 (64) n.m. Other3 (260) (211) 23.4% (136) (105) 30.8% Total Group 3,105 2,754 12.7% 1,445 1,303 10.9% H2 F26 SALES F26 SALES H2 F26 EBIT F26 EBIT 4.8% ex. IA & supply chain implementation costs 6.1% ex. supply chain implementation costs 8.7% ex. IA & supply chain implementation costs 9.7% ex. supply chain implementation costs 26 Group trading performance Note: All figures before significant items. Refer to page 16 of the F26 Profit and Dividend Announcement. Refer to Appendix Four on page 21 for further detail on impact of industrial action and supply chain implementation costs 1 F25 restated to reflect Everyday Market and Healthylife moving to Australian Food from W Living 2 Revenue in Australian B2B includes $395m (F25: $382m) of freight revenue received from suppliers for freight services provided on products sold by the Group. Atthe Group level, this revenue is reclassified as a reduction in cost of sales, resulting in no change to EBIT 3 Other comprises Quantium as well as various support functions, including property and overhead costs and the Group’s share of profit or loss of investments accounted for using the equity method 4 Intersegment eliminations and reclassifications represent the elimination of intersegment revenue and the reclassification ofexternal freight revenue recognised in Australian B2B that is reclassified and recognised as a reduction to cost of sales at a Group level 3.2% ex. IA
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Average inventory and payables days1 ROFE(%) • Decline in average inventory days due to improved sales growth despite higher dollar inventory holdings in Australian Food with improved stock management in BIG W • Increase in average payables days reflecting higher stock purchases in Australian and New Zealand Food and modest calendar timing benefits in Australian Food 30 31.6 31.0 44.6 41.3 41.7 F24 F25 F26 Inventory Payables 14.9 13.7 16.4 F24 F25 F26 15.7 • Group ROFE of 16.4%, up 2.7 pts on the prior year • Driven by ROFE improvement across all trading segments primarily reflecting EBIT growth 3,4 WoolworthsGroup Full YearResults2026 27 Working capital and ROFE 1 Average days is calculated as the average inventory or payables of the last 13 months divided by cost of sales for the last 5 2 weeks (F25: 52 weeks and F24: 53 weeks) multiplied by 364 days (F25: 364 days and F24: 371 days) 2 F24 includes the impact of the 53rd week 3 Normalised ROFE is calculated using EBIT before significant items adjusted to remove the impact of the 53rd week in F24. No adj ustments to average funds employed have been made 4 Excluding the impact of the New Zealand Food impairment in F24, ROFE would have been 14.9% 2
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Investment proposition Capital allocation to sustain business and support shareholder returns Strong operating cash flow generation Free cash flow Solid investment grade credit rating Disciplined capital allocation to manage free cash flow WoolworthsGroup Full YearResults2026 Sustaining capital Typically 70-75% dividend payout (fully franked) Leading market positions in Food and Everyday Needs Strong growth opportunities in complementary businesses and services Defensive characteristics through the cycle Strong underlying cash flow Organic and inorganic growth that exceeds minimum return hurdles Iconic Australian and New Zealand brands Investment in growth Debt reduction Return excess capital Growth that exceeds minimum return hurdles Improve credit quality and capacity to invest for the future Special dividends or buy-backs to distribute excess cash and franking credits to shareholders Cash from operating activities of $6.5b before interest and tax Fully franked final dividend per share of 52c Cash realisation ratio of 107% $520m on growth projects Net debt/EBITDA of 2.5x (F25: 2.8x) 28 Woolworths Group capital management framework Note: All figures refer to F26
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$ MILLION F26 F25 CHANGE Group EBITDA before significant items 6,089 5,707 6.7% Working capital and non-cash movements 409 467 (12.4)% Cash from operating activities before interest and tax 6,498 6,174 5.2% Interest paid – leases (586) (597) (1.8)% Net interest paid – non-leases (236) (226) 4.4% Tax paid (728) (801) (9.1)% Total cash provided by operating activities 4,948 4,550 8.7% Total cash used in investing activities (2,014) (1,926) 4.6% Cash flow before purchase of additional equity interest, lease payments and dividends 2,934 2,624 11.8% Payments for the purchase of additional equity interest in subsidiaries (92) (422) (78.2)% Repayment of principal component of lease liabilities (1,298) (1,223) 6.1% Dividends paid and payments for shares held in trust (1,198) (1,689) (29.1)% Net cash flow 346 (710) n.m. Cash realisation ratio1 107% 103% WoolworthsGroup Full YearResults2026 Current year movement largely driven by higher employee-related accruals and non-cash share-based payments expense Solid EBITDA growth in all trading segments F25 includes $489 million related to a special dividend declared in F24 Purchase of the remaining interest in MyDeal in H1 F26. F25 included the purchase of remaining 35% equity interest in PFD Driven by a lower F25 income tax return final payment compared to the prior year, somewhat offset by higher instalment payments Payments for the purchase of property, plant and equipment broadly in line with the prior year. Capex discussed on slide 30 Net cash inflow of $346 million in F26 29 Strong operating cash flow improvement and cash realisation 1 Operating cash flow as a percentage of Group net profit after tax before depreciation and amortisation. Cash realisation ratio excludes significant items
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11WoolworthsGroup Full YearResults2026 30 Operating capex modestly below prior year reflecting greater efficiency in spend $ MILLION F26 F25 Sustaining capex 1,317 1,549 Growth capex 520 475 Operating capex 1,837 2,024 Property development 623 451 Gross capex 2,460 2,475 Property sales (346) (294) Group net capex 2,114 2,181 Net lease asset additions1 370 481 F27 operating capex expected to be approximately $1.9 billion - $2.0 billion Capex includes $100 million3 of sustainability capex across refrigeration, transport decarbonisation and energy management initiatives 159 246 189 570 385 151 231 196 379 360 Productivity IT Supply Chain Renewals SIB F26 F25 Sustaining capex ($m) 102 147 129 97 86 195 105 134 Other growth eCommerce Digital New stores F26 F25 Growth capex ($m) 1 Lease asset additions (excluding acquisition of businesses) less terminations 2 Group renewals excluding Petstock 3 Sustaining and growth capex includes capex on direct sustainability initiatives as well as initiatives with a strong sustainabi lity benefit F26: 79 renewals2 F25: 83 renewals2
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WoolworthsGroup Full YearResults2026 SCFDC in Eastern Creek, NSW Moorebank National and Regional DC • Opened Moorebank RDC in November 2025. Both sites achieving record volumes and high service levels • Moorebank RDC site ramping up ahead of expectations currently achieving 2.4m+ cartons per week • Closed Sydney RDC ambient operations in April 2026 Average cartons per week 4.5m+ At Moorebank NDC & RDC Major projects on track Expected opening of Sydney Chilled in H2 F27 with Produce operational from F28. Total capital (inc. leases) of ~$900m with capex of ~$250m Expected opening of Melbourne North CFC in H1 F28. Capex of ~$270m 31 New supply chain facilities ramping up with Moorebank RDC ahead of schedule Financial impact of investments Ongoing implementation costs associated with SCFDC and Melbourne North CFC to be materially offset by benefits from Moorebank precinct F27 New facilities will deliver benefits more than offsetting implementation costs F28
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Debt maturity profile ($m)1 47 39 45 57 45 52 40 F24 F25 F26 52 cps final dividend Dividends (cents per share) 144 84 104 Interim Final Special 1 1 Bank debt drawn as at 28 June 2026 with short- term drawn uncommitted facilities included in F27 maturities. Excludes lease l iabilities and undrawn committed bank debt 2 2 Calculated as net debt (including lease liabilities)/ EBITDA on continuing operations before significant items 3 3 Credit ratings issued by a credit rating agency which holds an Australian Financial Services Licence authorised to issue c redit ratings to wholesale clients only and are published for the benefit of the Group’s debt providers 4 4 As at 28 June 2026 the Group had $357 million of commercial paper outstanding, supported by access to committed bank faciliti es WoolworthsGroup Full YearResults2026 - 400 800 1,200 F27 F28 F29 F30 F31 F32 F33 F34 F35 Capital markets debt Bank debt - drawn Commercial paper 4 • Weighted average debt maturity of 4.4 years • Net debt/EBITDA (leverage ratio) of 2.5x (F25: 2.8x)2 • Solid investment-grade credit rating with significant headroom • S&P: BBB (stable outlook)3 • Moody’s: Baa2 (stable outlook)3 • In F26, the Group completed $1.5 billion of bank debt financing, with transactions focused on extending debt tenor and reducing refinancing risk for the Group • The Group’s next debt capital markets maturity occurs in November 2027, which is expected to be refinanced from either a new bond issuance or bank debt 97 • Fully franked final ordinary dividend of 52 cps, up 15.6% on prior year • Full year dividend of 97 cps, up 15.5% on prior year consistent with NPAT • Full year payout ratio of 74.1% • DRP expected to be satisfied via purchase of shares on-market, no discount • Franking credit balance of approximately $1.3 billion after payment of final dividend 32 Dividends and funding
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We create better experiences together for a bettertomorrow 4 F26 Group summary Amanda Bardwell 24 Group financial results and capital management Stephen Harrison 34 Current trading and outlook Amanda Bardwell Contents WoolworthsGroup Full YearResults2026 33
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Current trading and outlook WoolworthsGroup Full YearResults2026 34
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Current trading and outlook • Australian Food (Woolworths Food Retail) total sales increased by 7.6%1 with momentum further strengthened during the period by the success of Disney Ooshies, which is estimated to have added ~1.5-2 pts of incremental sales growth • New Zealand Food total sales increased by 4.2%2 with improved momentum relative to Q4 reflecting some benefit from Disney Ooshies • BIG W total sales declined modestly on the prior year reflecting ongoing cost-of-living pressures on households and weaker trade in the Everyday business WoolworthsGroup Full YearResults2026 First 8 weeks of F27 Outlook for F27 • Pleasing start to the year in Australian Food with a continuation of the momentum from Q4 into F27 primarily driven by item growth and supported by Disney Ooshies • Customers expected to remain value-focused in the year ahead and we are committed to limiting the impact of rising costs through low and dependable prices • Wage growth expected to remain elevated reflecting wage rate increases and changes to pay for 18 and 19-year-old retail team members • Cost pressures challenge us to be even more efficient, leveraging technology to be more productive in order to reinvest back into the business for our customers • New Zealand Food trading conditions expected to remain subdued. Focused on restoring sales momentum by delivering more value, further enhancing the range and providing greater convenience • BIG W trading conditions also expected to remain challenging. Focused on building on F26 progress through an improved in-store experience, differentiated range and targeted value investments • Other segment LBIT for F27 is expected to be ~$260 - $270 million 35 1 Including Tobacco. Woolworths Food Retail sales excluding Tobacco also increased by 7.6% 2 New Zealand dollars
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Q&A 36WoolworthsGroup Full YearResults2026
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57 Active eCom customers Customersthat have made a purchase online in the last four weeks AI Artificialintelligence B2B Business to business Cash realisation ratio Operating cash flow as a percentage of Group net profit after tax before depreciationand amortisation Comparable sales Measure of sales which excludes stores that have been opened or closed in the last 12 months and demonstrable impact on existing stores from store disruptionas a result of store refurbishmentor new store openings/closures Constant currency Group sales growth assuming that the prior year average exchange rate was used to translate the current year sales into Australian dollars Cost of doing business (CODB) Expenses which relateto the operation of the business Customer fulfilment centre (CFC) Dedicated online distribution centres DAP Directly-attributable profit only includes costs directly attributable to the eCommerce business, such as picking, packing and delivery costs; CFC and variable DC costs; marketing costs; eCommerce support costs; and CFC and eCommerce-specific asset depreciation Direct to Boot Where a customer places an order online and drives to a dedicated area where a team member places the order directly in the customer’s boot Funds employed Net assets employed, excluding net tax balances NDC National Distribution Centre Net Promoter Score (NPS) A loyalty measure based on a single question where a customer rates a business on a scale of zero to 10. The score is the net result of the percentageof customers providing a score of nine or 10 (promoters) less the percentage of customers providinga score of zero to six (detractors) Net debt Borrowings less cash balances, including debt hedging derivatives and lease liabilities n.m. Not meaningful PC+ Primary Connect’s third-party supply chain business Pick up A service which enables collection of online shopping orders in store or at selected locations 37WoolworthsGroup Full YearResults2026 Glossary
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57 SCFDC Sydney chilled & fresh distribution centre TSR Total shareholder return Voice of Customer (VOC) Externally facilitated surveyof a sample of WoolworthsGroup customers where customers rate WoolworthsGroup businesses on several criteria. Expressed as a percentageof customers providing a rating of six or seven on a seven- point scale Voice of Supplier (VOS) A survey of a broad spectrum of suppliers facilitated by an external provider. The survey is used to provide an ongoing measure of the effectiveness of business relationships with the supplier community. VOS is the average of the suppliers’ rating across various attributes, scored as a percentage of suppliers that provided a rating of six or seven on a seven-point scale Voiceof Team (VOT) Survey measuring sustainable engagement of team members as well as their advocacy of Woolworths as a place to work and shop. The survey consists of nine sustainable engagement questions, three key driver questions andtwo advocacy questions VOC NPS VOC NPS is based on feedback from WoolworthsRewards members. VOC NPS is the number of promoters (score of nine or 10) less the number of detractors(score of six or below) Woolworths MarketPlus WoolworthsGroup’s third-party marketplace platform Woolworths Food Retail Woolworths Food Retail includes the stores and eCommerce businesses of Australian Food 38WoolworthsGroup Full YearResults2026 Glossary RDC Regional distributioncentre QSR Quick service restaurants Renewal A total storetransformationfocused on the overall store environment, team, range and process efficiency (including digital) Return on Funds Employed (ROFE) Calculated as EBIT before significantitems for the previous 12 months as a percentage of average (opening, mid and closing) funds employed
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This presentation contains summary information about Woolworths Group Limited (Woolworths Group) and its activities current as at the date of this presentation. It is sourced from and should be read in conjunction with Woolworths’ other periodic and continuous disclosure announcements filed with the Australian Securities Exchange, available at www.asx.com.au. Information about Woolworths Group’s financial performance is current as at the last announcement provided to the Australian S ecurities Exchange. This presentation has not been audited in accordance with Australian Auditing Standards. This presentation contains certain non-IFRS measures that Woolworths Group believes are relevant and appropriate to understanding its business. Refer to the Full Year Results and Dividend Announcement for further details. This presentation is for information purposes only and is not a prospectus or product disclosure statement, financial product or investment advice or a recommendation to acquire Woolworths Group shares or other securities. It has been prepared without taking into account the objectives, financi al situation or needs of individuals. Before making an investment decision, prospective investors should consider the appropriateness of the information having regard to their o wn objectives, financial situation and needs and seek legal and taxation advice appropriate to their jurisdiction. Past performance is no guarantee of future performance. No representation or warranty, expressed or implied, is made as to the fairness, accuracy, completeness or correctness of the information, opinions and conclusions contained in this presentation. To the maximum extent permitted by law, none of Woolworths Group and its related bodies corporate, or their respective directors, employees or agents, nor any other person accepts liability for any loss arising from the use of this presentation or its contents or otherwise ar ising in connection with it, including, without limitation, any liability from fault or negligence. This presentation may contain forward-looking statements including statements regarding our intent, belief or current expectatio ns with respect to Woolworths Group’s business and operations, market conditions, results of operations and financial condition, specific provisions and risk manag ement practices. When used in this presentation, the words ‘plan’, ‘will’, ‘anticipate’, ‘expect’, ‘may’, ‘should’ and similar expressions, as they relate to Woolworths Group and its management, are intended to identify forward- looking statements. Forward looking statements involve known and unknown risks, uncertainties and assumptions and other important factors that co uld cause the actual results, performances or achievements of Woolworths Group to be materially different from future results, performances or achievements expressed or implied by such statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date thereof. 39WoolworthsGroup Full YearResults2026 Disclaimer