Vertu Motors Plc · LSE:VTU
Vertu Motors — FY2026 Earnings Presentation
36 slides from Vertu Motors's earnings presentation, May 18, 2026
Slide 1: Analyst and Investor Presentation: Year End Results
Analyst and Investor Presentation Year End Results For the year ended 28 February 2026
Slide 2: Vertu Advantages: Our Investment Case
Vertu Advantages: Our Investment Case Scale Benefits Resilient Aftersales Cost Optimisation Maximise Returns • Stable, experienced • Full sales and aftersales • In-house systems developed • Disciplined capital allocation management with capacity offering to increase capture to improve process to man
Slide 3: At a Glance
At a Glance Key themes: ZEV mandate (car and van) pressure on Revenue: £4.83bn (FY25: £4.76bn) sector: Group delivered above sector growth in BEV car retail Rapid growth of Chinese OEM’s in market: 1 Adjusted Profit Before Tax : £24.5m (FY25: £29.3m) Portfolio reshaping JLR cyber-attack: £3.9m impac
Slide 4: Current Trading - March and April
Current Trading - March and April • Strong start to the year across all areas of the business: Profit above Like-for-like vehicle volume – March & April FY2027 prior year levels • Aftersales departments enjoyed a record-breaking March with labour Group Like-for- UK % Change Group Like-for-like 1 lik
Slide 5: Outlook
Outlook • Strong start to FY27, supporting confidence in delivering market expectations despite headwinds • SMMT forecast upgrade 2026: UK car registrations 2.093m; BEV mix revised down to 26.8% (ZEV mandate car target 33%) • Challenging market: ZEV mandate in cars and vans distorting volumes, margi
Slide 6: Strategic Update
Strategic Update Robert Forrester CEO
Slide 7: Consistent Group Strategy
Consistent Group Strategy Mission & To aim for every dealership to be To deliver an outstanding customer Vertu Motors to be the most Values the best retailer in their respective motoring experience through admired and respected dealer town or city honesty and trust group in the automotive industry P
Slide 8: Volatile External Environment
Volatile External Environment ZEV Mandate Chinese New Entrants FCA Redress Cyber-attack • New vehicle UK market dynamics in • Rapid structural shift from growth of • FCA redress scheme announced • Caused significant disruption FY26 were driven more by regulation Chinese OEMs in the UK. UK 30 Mar 202
Slide 9: Strategic Actions: Controlling the controllables
• Digitalisation • Cost Reduction Strategic Actions • Portfolio Development • Selling Older Used Cars “Controlling the controllables” • Management Stability & Evolution • Colleague & Customer Experience • Returns to Shareholders 9
Slide 10: Digitalisation
Digitalisation • Contact Centre efficiency • Sales conversion enhancement • Developer coding efficiency AI • Successful automation of Vertu Cosmetic Repair invoices and payments • Aftersales Dashboard automates almost 500,000 receipt transactions into the Group’s accounting system each year • Recent
Slide 11: Cost Reduction
Cost Reduction Anticipated FY27 Significant cost reduction programme for second year (Year ending 28th running completed to combat rising costs, savings of £’m February 2027) £10m anticipated to be delivered in FY27: annual saving Headcount saving 7.0 • Headcount reduction of approximately 280 colle
Slide 12: Portfolio Development
Portfolio Development Major Chinese Manufacturer Partners to be added to the Group in FY27 Geely added to the Group portfolio during FY26, now 3 outlets. BYD introduced FY25, now expanded to 5 outlets 12
Slide 13: Selling Older Used Cars
Selling Older Used Cars Demand Actions Opportunity • Vehicles aged 10-15 years have • New focus on the retailing of • Greater pool of stock available to seen the largest increase in older vehicles (over 7 years old) sell from part exchange demand of all vehicle age with the Groupwide launch of categ
Slide 14: Colleagues & Customers
Colleagues & Customers Management Stability & Evolution Colleague & Customer Experience • Two internal MD • Colleague survey: 85% rate Vertu a ‘great place to promotions, new roles work’ (c. 7,200 colleagues invited) Anthony effective 1 January 2026 • New car CSI: +42% vs national average Masterson
Slide 15: Financial Performance
Financial Performance Karen Anderson CFO
Slide 16: Income Statement
Income Statement Revenue: £69.9m rise in revenues driven by Year Ended 28 February acquired businesses and start-ups. Core revenues saw a small decline of £31.3m (0.7%). £’m (unless otherwise stated) 2026 2025 % Change The move to the Agency model in MINI and Revenue 4,833.8 4,763.9 1.5% Honda reduc
Slide 17: Profit Bridge – Adjusted PBT
Profit Bridge – Adjusted PBT All values in £’million Core Group Gross Profit Movement: -£4.3m 8.4 (3.9) 1.1 ( 8.7 ) 0.2 (1.5) ( 0.1 ) (4.2) 29.3 Core Group 24.5 Feb 25 Adjusted New vehicles New fleet and Used vehicles Aftersales Core Group Finance costs Acquisitions, Feb 26 Adjusted PBT commercial o
Slide 18: Tight Management of Cost Headwinds
Tight Management of Cost Headwinds 12 months ended 28 February • +1.1% Core Group expense increase reflects tight cost control and impact of cost reduction £’m 2026 2025 Variance Variance % programmes. Headcount was reduced by Salary costs 261.9 258.1 3.8 1.5% approx. 290 colleagues as part of the c
Slide 19: Non-Underlying Items
Non-Underlying Items 12 months ended 28 February • Exceptional costs of £5.1m arose £’m FY26 FY25 Variance as a result of dealership closures and restructuring costs to reduce Redundancy costs 1.9 2.8 (0.9) the cost base of the Group Impairment charges 1.3 0.6 0.7 • Impairment charges relate to Deal
Slide 20: Balance Sheet
Balance Sheet 28 Feb 2026 28 Feb 2025 £’m £’m • Tangible net assets per share of 75.9p, up from 72.9p Intangible assets 136.6 137.1 (4.1%) Retirement benefit asset 3.6 3.9 • Freehold and long leasehold property portfolio at Right-of-use assets 88.7 83.7 depreciated historic cost of £327.0m Tangible
Slide 21: Free Cash Flow, Net Debt and Gearing
Free Cash Flow, Net Debt and Gearing Cash Flow 12 Months Ended 28 February 2026 £’m Net Debt1: £61.3m (FY25: £66.6m) Operating profit 42.3 Depreciation, amortisation and impairment 42.6 Gearing1: 17% (FY25: 19%) Profit on sale of assets (0.8) Working capital 1.3 Share based payments 2.6 Free Cash Fl
Slide 22: Capital Allocation
Capital Allocation Portfolio Management Share Buyback Dividends The Group ceased operations in several • 17.4m shares (5.3% of share capital • Final dividend of 1.15p locations as part of pruning activity in issue at 1 March 2025) recommended, held at FY25 levels following a review of returns, these
Slide 23: Trading and Operational Update
Trading and Operational Update
Slide 24: New Vehicle Sales Performance
New Vehicle Sales Performance Like-for-Like New Vehicle Volume year to 28 February 2026 New Vehicle BEV Sales - Outperformance Group Like- Group Like- FY26 UK % Change Volume 2 for-like % (SMMT) 1 for-like v Vertu L4L BEV sales +71.0% vs SMMT (Private) Change SMMT % growth +50.2% New retail car and
Slide 25: Used Vehicle Sales Performance
Used Vehicle Sales Performance • Core Group used car performance consistent Core Group FY26 FY25 +/- +/- % with prior year Revenue (£’m) 1,774.1 1,742.4 31.7 1.8% • Gross profit up £0.2m year-on-year on a like- for-like basis with growth in volume offsetting a Gross profit (£’m) 125.0 124.8 0.2 0.2%
Slide 26: Group Aftersales Performance
Group Aftersales Performance Core Group Accident & Service Parts Fuel Forecourt Total FY26 v FY25 Smart Repair 1 Revenue (£’m) 213.6 276.6 29.5 10.0 529.7 1 Revenue change % 3.7 3.5 (1.0) (9.0) 3.0 Gross profit (£’m) 156.8 57.7 18.7 0.8 234.0 Gross profit increase (£’m) 7.2 0.8 0.4 - 8.4 2 Gross mar
Slide 27: Group Well Positioned
Group Well Positioned Group stable, well-capitalised and asset backed Firepower to further expand operations and scale Digitalisation gathering pace in impact, benefiting customers and productivity People-focus provides talented, motivated colleagues to serve customers Group excited to benefit from
Slide 28: Appendices
Vertu Motors plc Appendices
Slide 29: Definitions of Key Terminology
Definitions of Key Terminology Core: Comparison against FY2025 Dealerships that have traded for the full period of March 2024 to February 2025 and March 2025 to February 2026 Like-for-like: Dealerships that have comparable trading periods in two consecutive financial years, only the comparable perio
Slide 30: New Vehicle Trends (Retail and Motability)
New Vehicle Trends (Retail and Motability) H1 H2 H1 H2 H1 H2 H1 H2 FY2023 FY2023 FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 Selling price per unit [1] (£) 24,062 24,191 25,906 25,338 26,180 26,064 26,155 25,497 Gross profit per unit [1] (£) 2,105 2,246 2,170 2,019 1,965 1,984 1,948 1,857 Margin (Grou
Slide 31: Fleet and Commercial Vehicle Trends
Fleet and Commercial Vehicle Trends H1 H2 H1 H2 H1 H2 H1 H2 FY2023 FY2023 FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 Selling price per unit (£) 24,109 25,730 27,085 28,196 29,288 29,806 29,274 27,798 Gross profit per unit (£) 988 1,049 1,160 1,296 1,272 1,194 1,124 981 Margin (Group) 4.7% 4.7% 5.1% 5
Slide 32: Used Vehicle Trends
Used Vehicle Trends H1 H2 H1 H2 H1 H2 H1 H2 FY2023 FY2023 FY2024 FY2024 FY2025 FY2025 FY2026 FY2026 Selling price per unit (£) 19,861 20,328 21,580 20,425 20,634 21,057 20,977 21,318 Gross profit per unit (£) 1,560 1,468 1,535 1,296 1,490 1,455 1,487 1,414 Margin (Group) 7.9% 7.2% 7.1% 6.3% 7.2% 6.9
Slide 33: Vehicle Volumes Sold
Vehicle Volumes Sold FY26 vs FY25 FY26 vs FY25 Total units sold +/- % Like-for-like units sold +/- % 31,220 30,024 +1.7% Used Trade +0.4% Used Trade 31,342 30,524 88,851 83,622 +0.3% Used Retail +2.7% Used Retail 91,287 83,860 +20.9% 1 27,750 1 26,995 SMMT +12.7% Total Fleet Car Total Fleet Car 33,4
Slide 34: Net Debt & Borrowing Facilities
Net Debt & Borrowing Facilities Facilities Drawn Net Debt at 28 February 2026 £’m £’m 5 year acquisition facility (from December 2022) 93.0 55.6 20 year mortgage facility (from December 2020) 9.5 9.5 20 year mortgage facility (from December 2022) 62.6 62.6 20 year mortgage facility (from December 20
Slide 35: Dealership Portfolio
Dealership Portfolio 191 sales outlets Sales Sales Outlets Outlets Vauxhall 16 Land Rover 10 JLR Stellantis Peugeot 9 Jaguar 1 Citroen 5 Toyota 11 BMW 7 Mercedes-Benz 5 Mercedes BMW MINI 7 Mercedes-Benz Commercial Vehicles 1 BMW Motorcycles 4 Volvo 5 Ford 17 BYD 5 Nissan 13 Mazda 4 Renault Nissan Re
Slide 36: Disclaimer
Disclaimer This presentation contains forward looking statements. Although the Group believes that the estimates and assumptions on which such statements are based are reasonable, they are inherently uncertain and involve a number of risks and uncertainties that are beyond the Group’s control. The G