Super Retail Group Limited · ASX:SUL
Super Retail — Investor Day (June 2026)
106 slides from Super Retail's investor day presentation, Jun 11, 2026
Slide 1: Investor Day
Investor Day 11 June 2026 Super Retail Group Paul Bradshaw 5-Year Strategy Group Managing Director & Chief Executive Officer
Slide 2: Acknowledgement of Country
Acknowledgement of Country I would like to acknowledge the Traditional Owners of the country on which we are each present. Today I’m on the lands of the Gadigal people of the Eora nation and I recognise their continuing connection to lands, waters and communities. I pay my respects to their Elders p
Slide 3: Safety briefing
Safety briefing Fullerton Hotel Sydney SUPER RETAIL GROUP 3
Slide 4: Agenda
Agenda Welcome and introduce our strategy Paul Bradshaw 8.30 – 9.00am Brands Supercheap Auto Ben McConnell 9.00 – 9.15am rebel Jenny Child 9.15 – 9.30am BCF Michael Wassman 9.30 – 9.45am Macpac Reuben Casey 9.45 – 10.00am Q&A (Brands) 10.00 – 10.30am BREAK 10.30 – 11.00am Transformation Mandy Ross 1
Slide 5: Group strategy
Group strategy Paul Bradshaw Group Managing Director & Chief Executive Officer
Slide 6: Video Placeholder
Video Placeholder SUPER RETAIL GROUP 6
Slide 7: We inspire and equip everyone to live our passion every day
We inspire and equip everyone to live their passion every day Super Retail Group is where loyal and passionate customers interact with highly engaged team members across four powerful brands 13 million active ~16,000 team club members1 members ~790 stores across Australia and New Zealand2 SUPER RETA
Slide 8: Powerful brands in high involvement leisure and lifestyle categories
Powerful brands in high involvement leisure and lifestyle categories Auto Sport Outdoor • +7% CAGR1 revenue growth • +5% CAGR1 revenue • +11% CAGR1 revenue Leisure x Adventure • +9% CAGR1 revenue FY19-FY25 growth FY19-FY25 growth FY19-FY25 growth FY19-FY25 • 68% (AU) / 61% (NZ) brand • 60% brand awa
Slide 9: Highly engaged and loyal customer base
Highly engaged and loyal customer base • 5m active club members • 4.3m active club members • 2.8m active club members • 0.9m active club members • 75 NPS • 70 NPS • 77 NPS • 75 NPS • 85% of sales from active club • 82% of sales from active • 92% of sales from active club • 81% of sales from active c
Slide 10: Our leadership team to deliver the strategy
Our leadership team to deliver the strategy And the values that guide the team and the way we work Amy Bentley Ray Birt Reuben Casey Jenny Child Kevin Figueiredo Paul Bradshaw Chief Supply Chain and Acting Chief Managing Director - Managing Director - Chief People & Group Managing Efficiency Officer
Slide 11: Delivering consistent growth over 20+ years
Delivering consistent growth over 20+ years Brand and Group sales ($bn) >$4bn 12% revenue CAGR since ASX-listing in FY04 >$3bn $4.1bn $3.8bn $3.9bn Macpac $3.6bn Amart merged $3.5bn acquisition into rebel rebel & Amart $2.8bn $2.7bn acquisition $2.6bn >$2bn $2.4bn $2.5bn $2.2bn $2.0bn $2.1bn $1.7bn
Slide 12: Our group structure enables us to scale investments and capabilities
Our group structure enables us to scale investments and capabilities • Centralised model delivers operating and cost efficiencies across the Group • Single, scaled investments in Loyalty Omni-retail loyalty, customer data, supply chain and omni-retail Customer Insights Technology & AI • Group-wide p
Slide 13: $65 billion total addressable market across our three categories
$65 billion total addressable market across our three categories … of which we currently capture approximately $4bn in revenue $65bn TOTAL ADDRESSABLE MARKET (TAM) across Auto, Sport & Outdoor $4bn SUPER RETAIL GROUP 1. Boston Consulting Group and Super Retail Group management team FY25 market estim
Slide 14: All four brands have clear headroom for growth
All four brands have clear headroom for growth $30bn $25bn Core leisure market $13bn (12% share) $17bn $13bn $8bn $4bn Core sport Core adventure market market Core auto market (10% share) (9% share) (6% share) Auto market2 Sport market Outdoor market2,3 SUPER RETAIL GROUP 1. 2. Boston Consulting Gro
Slide 15: Our strategy to fuel the next phase of growth
Our strategy to fuel the next phase of growth OUR PURPOSE OUR VISION OUR GROWTH ENGINES POWERED BY TRANSFORMATION • Range • Store format CUSTOMER Meeting customers • Fitment where and how they shop • Regional stores TEAM We inspire Be the first • Private brand FOUNDATIONS Helping teams perform at th
Slide 16: We must be closer to our customers than ever before
We must be closer to our customers than ever before Region of Gladstone SUPER RETAIL GROUP 16
Slide 17: Ignite will ensure we transform with a rapidly evolving customer
Ignite will ensure we transform with a rapidly evolving customer Our transformation program CUSTOMER TEAM FLOW VALUE Meeting customers where Helping teams perform Streamlining end-to-end Sustainable and how they shop at their best retail processes cost advantage FOUNDATIONS Embedding digital, data,
Slide 18: A strong balance sheet provides optionality to pursue growth
A strong balance sheet provides optionality to pursue growth Exercising strong financial discipline and capital management Existing portfolio Growth opportunities Inorganic opportunities • Investments in the store • Pursuing growth initiatives that • Capacity to consider new network to protect and g
Slide 19: We are committed to growing in a sustainable way
We are committed to growing in a sustainable way Fostering an Delivering engaged, safe, meaningful and future fit community and workforce environmental impact Preserving Strengthening our social Our 2030 supply chain licence to Sustainability resilience and operate Framework responsibility Ahead of
Slide 20: Total shareholder returns have exceeded the broader market
Total shareholder returns have exceeded the broader market over the previous strategic arc 350% 300% 250% SUL +12.4% CAGR 200% Market +8.0% CAGR 150% 100% Since inception in 2004, SUL 50% shares have delivered TSR 2019 2020 2021 2022 2023 2024 2025 CAGR of 12.9%, relative to total market CAGR of 8.6
Slide 21: We have a compelling investment proposition
We have a compelling investment proposition Attractive high A unique portfolio A large customer Building an involvement and of powerful brands loyalty base unrivalled national passion-led contributing 85% of network of stores in categories in large Group sales Australia and New and growing Zealand a
Slide 22: Our brands
Our brands Brand Managing Directors
Slide 23: Ben McConnell
Ben McConnell Managing Director – Supercheap Auto
Slide 24: Video Placeholder
Video Placeholder SUPER RETAIL GROUP 24
Slide 25: Australia and New Zealand's leading automotive aftermarket retailer
Australia and New Zealand’s leading automotive aftermarket retailer $1,532m 315 47 4,600+ 90% 8% 2% FY25 revenue AU storesStores NZ stores Team in stores and In-store Click & Collect Home delivery 7% FY19-FY25 CAGR support office 362 stores1 Omni-retail % of 1H26 sales Who we are Our customers Our t
Slide 26: Headroom to grow in a $17bn core auto market
Headroom to grow in a $17bn core auto market $30bn Diagnostic & maintenance Home smart services technology Home workshop & Power & maintenance hand tools Paint & panel Automotive trade parts Vehicle Motor vehicle parts $17bn accessories 4WD product 9% share & fitment Maintenance tools, oils & lubric
Slide 27: Strategy on a page
Strategy on a page OUR GROWTH ENGINES POWERED BY TRANSFORMATION Whoever you are, Range OUR PURPOSE whatever you drive, we are here Stocking the range and brands our customers want to Make it Super CUSTOMER FOUNDATIONS Store formats TEAM To be the Evolving our store format and offering ultimate autom
Slide 28: Stocking the range and brands our customers want
Stocking the range and brands our customers want Examples 4WD & outdoor customer • Introducing new 4WD brands to drive credibility • Increasing national brand share in tools through ‘best’ brands Car enthusiasts • Introducing and expanding brands our customers want to strengthen our position with ‘P
Slide 29: Evolving our store format and offering
Evolving our store format and offering Generation 5 (~1000m2): SUPERCHEAP AUTO STORE NETWORK • Next-generation store model • Improved customer experience and operating performance JUN 19 JUN 261 JUN 312 • Pilot tested and optimised for network rollout Generations 5 - - 80 Generations 1-4 Generations
Slide 30: Fitting more of what we sell, across more of our network
Fitting more of what we sell, across more of our network TRANCHE 1 TRANCHE 2 TRANCHE 3 DSA network expansion Introduce auto electrical fitment Build 4WD fitment business (Dedicated Service Area) • DSA rollout to existing network FY27 • First trial in Maroochydore G5 store FY27 • Begin with pre-plann
Slide 31: In summary
In summary • Australia and New Zealand’s leading automotive aftermarket retailer • Headroom to grow in a $17bn auto market and beyond • Future growth driven by addressing gaps in our range portfolio, focusing on brands that our customers want, fitting more of what we sell across more of our network,
Slide 32: Jenny Child
Jenny Child Managing Director - rebel
Slide 33: Video Placeholder
Video Placeholder SUPER RETAIL GROUP 33
Slide 34: Australia's largest multi-branded sporting goods retailer
Australia’s largest multi-branded sporting goods retailer $1,362m 161 6,400+ 80% 6% 14% FY25 revenue Stores1 Team in stores and In-store Click & Collect Home delivery 5% FY19-FY25 CAGR support office Omni-retail % of 1H26 sales Who we are Our customers Our range • Australia’s largest sporting goods
Slide 35: Headroom to grow in a $13bn Australian core sports market
Headroom to grow in a $13bn Australian core sports market Digital Lifestyle footwear $25bn health & wellbeing NZ sport market Nutrition and supplements Water sport, snow sport & skating equipment Performance & fitness tech Sports and fitness apparel $13bn & footwear 10% share Sporting accessories an
Slide 36: Strategy on a page
Strategy on a page OUR GROWTH ENGINES POWERED BY TRANSFORMATION To inspire OUR PURPOSE everyone to chase Taking rebel to more regions their sporting dreams and Expanding into untapped regional locations with passions strong sporting communities CUSTOMER FOUNDATIONS Delivering value through private a
Slide 37: Expanding into untapped regional locations
Expanding into untapped regional locations REGIONAL CASE STUDY – Store: rebel Wodonga – Opened: November 2024 Baranduda Fields rebel Wodonga Sports Sports Complex Albury & Leisure Centre – Local population: ~45,000 9km – Store size: 1800m2 rebel – Year 1 revenue: $6m Wodonga – Outperforming business
Slide 38: Accelerating growth of our private and licensed brands
Accelerating growth of our private and licensed brands Categories and our level of private or exclusive licensed brand penetration A well-progressed, highly successful private and exclusive brand portfolio Men • Six existing strong private brands driving almost 10% of rebel revenue across multiple c
Slide 39: Expanding in the $13bn core market means elevating our ownership of sport
Expanding in the $13bn core market means elevating our ownership of sport ONE EXAMPLE CASE STUDY1 Pickleball Owning sport means being the A whitespace opportunity: one of Australia’s fastest- go-to destination for Australia’s growing emerging sports with no clear retail leader yet biggest, fastest g
Slide 40: Growing store footprint by 40+ stores over the next 5 years
Growing store footprint by 40+ stores over the next 5 years Regional REBEL STORE NETWORK • Majority of new store growth planned in regional areas, including existing regional and JUN 19 JUN 262 JUN 313 smaller regional formats • Execution includes rCX (e.g. Delacombe, Bathurst), and foundation store
Slide 41: Discipline in nailing the retail basics
Discipline in nailing the retail basics Continuous improvement Maintained by in retail execution 1 Availability Ensuring customers find what they need, when and where they need it 2 Value Delivering simple, compelling value that wins customer preference 3 Service Raising the standard of in-store ser
Slide 42: In summary
In summary • Australia’s largest multi-branded sporting goods retailer covering apparel, footwear, sports and fitness equipment and accessories • Headroom to grow in a $13bn market underpinned by strong market tailwinds • Strategically focused on expanding into more regional locations, growing our p
Slide 43: Michael Wassman
Michael Wassman Managing Director - BCF
Slide 44: Video Placeholder
Video Placeholder SUPER RETAIL GROUP 44
Slide 45: Australia's leading outdoor leisure big-box retailer
Australia’s leading outdoor leisure big-box retailer $951m 170 2,700+ 87% 8% 5% FY25 revenue Stores1 Team in stores and In-store Click & Collect Home delivery 11% FY19-FY25 CAGR support office Omni-retail % of 1H26 sales Who we are Our customers Our trade partners • Australia’s leading outdoor leisu
Slide 46: Headroom to grow in a $8bn core outdoor leisure market
Headroom to grow in a $8bn core outdoor leisure market Winter Hunting gear $12bn sports equipment Luggage & Outdoor travel / hiking Marine accessories footwear retailing Outdoor & fitment apparel 4WD product & fitment $8bn Caravan Cameras & drones retail /repair 12% share products Fishing Hiking, eq
Slide 47: Strategy on a page
Strategy on a page OUR GROWTH ENGINES POWERED BY Giving Australians TRANSFORMATION an outdoor store OUR PURPOSE that they trust, Continued roll out of Superstores delivering range, quality, value and Building on the strong momentum from the first expert service seven CUSTOMER FOUNDATIONS TEAM Large
Slide 48: Superstores - building on the strong momentum from the first seven stores
Superstores - building on the strong momentum from the first seven stores What is it? • Destination-led flagship format building brand authority in key growth categories through enhanced range, category immersion, and customer experiences • 3500m²+ format targeting specific high-volume catchment are
Slide 49: Expanding our network of larger format stores
Expanding our network of larger format stores What is it? • Broader, locally relevant range and enhanced customer experience • 2500m² format combining superstore design and learnings, lifting productivity and enabling faster rollout through more accessible site availability Why it matters • Signific
Slide 50: Unlocking access to 4WD market through fitment
Unlocking access to 4WD market through fitment Phase 1 TRIAL Phase 2 SCALE Phase 3 NATIONAL ROLLOUT Specialist-supported pilot store Expand to priority sites 50+ sites with full fitment capability Capture a structural growth category • ~$3bn 4WD product and fitment market, growing ~7% CAGR • High va
Slide 51: Building a flexible multi-format network strategy
Building a flexible multi-format network strategy BCF STORE NETWORK Superstore (3300–4000sqm) • Destination-led flagship format building brand authority in key growth categories through enhanced range, category immersion and customer experiences JUN 19 JUN 261 JUN 312 Superstore - 7 20+ Large - 3 30
Slide 52: In summary
In summary • Australia’s leading outdoor leisure big- box retailer • Headroom to grow in a $12bn market with strong tailwinds • Strategically focused on expanding number of Superstores and into larger format retail, and unlocking greater access to the 4WD market SUPER RETAIL GROUP 52
Slide 53: Reuben Casey
Reuben Casey Managing Director – Macpac
Slide 54: Video Placeholder
Video Placeholder SUPER RETAIL GROUP 54
Slide 55: New Zealand's heritage outdoor technical brand
New Zealand’s heritage outdoor technical brand $231m 65 38 1,200+ 83% 3% 14% FY25 revenue AU storesStores NZ stores Team in stores and In-store Click & Collect Home delivery 9% FY19-FY25 CAGR support office 103 stores1 Omni-retail % of 1H26 sales Who we are Our customers Sustainability commitment •
Slide 56: Headroom to grow in ANZ's $4bn core outdoor adventure market
Headroom to grow in ANZ’s $4bn core outdoor adventure market $5bn Luggage & travel Winter sports accessories gear & equipment Cameras and drones Outdoor apparel $4bn Hiking, outdoor & camping equipment 6% share Outdoor/ hiking footwear SUPER RETAIL GROUP 1. Boston Consulting Group and Super Retail G
Slide 57: Strategy on a page
Strategy on a page OUR GROWTH ENGINES POWERED BY TRANSFORMATION We equip outdoor Product OUR PURPOSE enthusiasts to Creating brand distinction through technical, adventure better quality product CUSTOMER FOUNDATIONS Brand awareness TEAM Growing brand awareness in Australia Be the leading OUR VISION
Slide 58: Creating brand distinction through technical, quality product
Creating brand distinction through technical, quality product Activity focused Alpine series Constantly innovating Hike - a blend of rugged performance, • Pinnacle product for the serious alpinist • Partnering with leading technical and sustainable innovation and connection to the or adventurer sust
Slide 59: Growing brand awareness
Growing brand awareness Macpac brand awareness Major growth opportunity in Australia Australia & New Zealand • Largest growth market with lower awareness • Strong category participation signals clear headroom 87 Brand storytelling works • ‘Precarious’ campaign delivered measurable uplift 53 53 • Key
Slide 60: Expanding the Macpac network across Australia and optimising for profitable growth
Expanding the Macpac network across Australia and optimising for profitable growth Explorer MACPAC STORE NETWORK • Key format for driving brand awareness in Australia • Often the first interaction with the brand for the customer in high traffic locations, such as JUN 19 JUN 261 JUN 312 key shopping
Slide 61: In summary
In summary • Vertically integrated brand with New Zealand heritage, differentiated on technical credibility • Headroom to grow in a $4bn outdoor adventure market • Key unlock will be growing brand awareness, particularly in Australia, as well as creating greater brand distinction through technical,
Slide 62: Q&A
Q&A Paul Bradshaw David Burns Ben McConnell Jenny Child Michael Wassman Reuben Casey Group Managing Chief Financial Managing Director - Managing Director - Managing Director - Managing Director - Director and Chief Officer Supercheap Auto rebel BCF Macpac Executive Officer SUPER RETAIL GROUP 62
Slide 63: Transformation
Transformation Mandy Ross Chief Transformation Officer
Slide 64: Customer expectations are rapidly evolving
Customer expectations are rapidly evolving Advantage comes from execution at scale Multi-channel Omni-channel Customer intent-led “I can buy online, click and collect “My shopping experience is more integrated – I “As I explore, I can ask questions naturally in-store, my brand loyalty is being begin
Slide 65: Ignite will enable our brands to deliver their growth ambitions over the next five years
Ignite will enable our brands to deliver their growth ambitions over the next five years A people-led, technology-enabled program CUSTOMER TEAM FLOW VALUE Meeting customers where Helping teams perform Streamlining end-to-end Sustainable cost and how they shop at their best retail processes advantage
Slide 66: Digital and agentic retail capabilities will meet our customers where and how they shop
Digital and agentic retail capabilities will meet our customers CUSTOMER where and how they shop Enhancing today's shopping experience and building capability for what comes next Discover Decide Engage Buy Modern discoverability Guided product selection Connected customer identity Frictionless trans
Slide 67: Equipping our teams to execute retail fundamentals simply and at scale
Equipping our teams to execute retail fundamentals simply TEAM and at scale Creating consistency in everyday execution to build a scalable advantage Offer Serve Fulfil Support Smarter merchandising Empowered team service Optimised omni-fulfilment Service excellence Locally relevant ranging – right O
Slide 68: Streamlining and integrating end-to-end retail processes
Streamlining and integrating end-to-end retail processes FLOW Evolving our processes and ways of working Plan Buy Move Sell Learn Product, price, Merchandise planning Inventory execution Order & fulfilment Performance promotion & rebates (demand, supply & allocation) Clear inventory visibility execu
Slide 69: Modernising our digital core to enable our pillars
Modernising our digital core to enable our pillars F O U N D AT I O N S Enabling better customer, team, flow and value outcomes through a connected retail core CUSTOMER TEAM FLOW VALUE Connected customer data & Integrated end-to-end planning & Tools and workflows for teams Sustainable cost advantage
Slide 70: Value creation through improved revenue, COGS and efficiencies
Value creation through improved revenue, COGS and efficiencies VALUE Delivering a sustainable cost advantage CUSTOMER TEAM FLOW • Revenue uplift from improvement in: • More efficient processes drive higher • More accurate forecasting leading to ₋ Customer NPS quality execution improved ranging and a
Slide 71: The Ignite Program will transform our business
The Ignite Program will transform our business A people led, technology enabled program Meeting customers where Teams equipped Built for growth and how they shop to serve Easier, seamless shopping Work that flows without Shared digital backbone experience friction supports every brand Reliability cu
Slide 72: Supply Chain
Supply Chain Amy Bentley Chief Supply Chain & Efficiency Officer
Slide 73: Strong omni-channel supply chain foundations
Strong omni-channel supply chain foundations Global Sourcing Office 85% of our direct sourced products originate in China ~1% of our direct sourced products • 900+ suppliers across our four brands1 originate from EMEA • Global Sourcing Office in Asia 10,000+ containers per year • 5* multi-brand DCs
Slide 74: Modernising our supply chain is essential to meet growth ambitions
Modernising our supply chain is essential to meet growth ambitions From functional scale … … to an integrated model FLOW 1 Create capacity BUILD operationalise automated national distribution centre in Victoria 2 Efficient distribution network OPTIMISE recalibrate distribution centres to work Value
Slide 75: Build
1 Build A step change in capacity and capability • Large scale automation • Consolidate products suitable for automation • Benefits: – Less manual handling – Capacity for growth – Foundation for network optimisation – Lower operating costs – Working capital savings – Consolidated deliveries into sto
Slide 76: Video Placeholder
Video Placeholder SUPER RETAIL GROUP 76
Slide 77: Optimise network
2 Optimise network One network, more value • Maximise distribution assets • Finesse automation utilisation • Optimise product flow from source to store • Leverage international operations • Enhance online fulfilment capability • Improve product speed to market • Leverage AI to address process and sy
Slide 78: Integrate
Integrate Integrate 3 Integrating end-to-end retail processes Eliminating inefficiencies resulting from our existing disconnected processes and systems • System-enabled promotions and allocations • Integrated planning and forecasting system Plan Buy Move Sell Learn • Enhanced capacity management • B
Slide 79: In summary
In summary Leveraging and optimising our supply chain • Commissioning new capacity and capability • Unlock end-to-end efficiencies • Integrating end-to-end retail processes • Generate value and support growth ambitions SUPER RETAIL GROUP 79
Slide 80: Capital Management
Capital Management David Burns Chief Financial Officer
Slide 81: Our financial goals
Our financial goals Our goal is to deliver growth in shareholder value in the form of growing earnings and ongoing cash returns Grow PBT by mid to high Sustainable and growing Maintain balance sheet single digit CAGR through dividends strength and flexibility to FY31 Disciplined allocation of capita
Slide 82: Highly cash generative business with strong balance sheet
Highly cash generative business with strong balance sheet Operating cash flows have funded the annual capital expenditure envelope and ordinary dividends to shareholders, with surplus funds returned via special dividends Net debt & gearing Free cash flow generated, and use of cash FY22-1H26 400 1 20
Slide 83: Capital management framework
Capital management framework We will deliver long-term shareholder value underpinned by strong operating cash flow and sustainable cash returns Net operating cash flows (after lease payments), strong cash conversion Capital expenditure Ordinary dividends Maintenance, store network activity, 55-65% p
Slide 84: Capital expenditure envelope balances growth and sustaining projects
Capital expenditure envelope balances growth and sustaining projects The next strategic arc will include an increased investment in technology, representing a combination of growth and sustaining investments Sustaining capital expenditure Growth capital expenditure Maintenance Technology Network Net
Slide 85: Investment in stores underpins outlook for capital expenditure
Investment in stores underpins outlook for capital expenditure Capex envelope funding store network plan, as well as Foundation investments enabling program Ignite Expected return profiles Total capital expenditure ($m) • Store investment spans maintenance, new sites and relocations. New and relocat
Slide 86: Further opportunity to invest in the store network beyond FY26
Further opportunity to invest in the store network beyond FY26 We will continue to invest in the store network to improve the customer experience and drive sales growth Store network capital expenditure • Investment supports approximately 300 network actions 100 through to FY31, including new stores
Slide 87: Project investment in core capabilities drives competitive advantage
Project investment in core capabilities drives competitive advantage Investments over the previous strategic arc targeted supply chain, omni retail, and customer initiatives aimed at supporting revenue growth, customer experience and increased penetration of online revenue Project Capital Expenditur
Slide 88: Group & unallocated costs
Group & unallocated costs Disciplined management of corporate costs, with investments to deliver Ignite and growth initiatives Group & Unallocated Costs ($m) • Group & Unallocated (G&U) includes corporate overhead 80 costs, and project costs in a development / establishment phase, not yet in use by
Slide 89: In summary
In summary We have a strong balance sheet A balanced capital program Guided by a clear Capital and operating cash flows Management Framework • Strong cash conversion; • Focused on maintaining existing • Aimed at generating double • solid balance sheet; competitive advantage, revenue digit shareholde
Slide 90: Q&A
Q&A Paul Bradshaw David Burns Mandy Ross Amy Bentley Group Managing Chief Financial Chief Transformation Chief Supply Chain and Director and Chief Officer Officer Efficiency Officer Executive Officer SUPER RETAIL GROUP 90
Slide 91: Thank you for joining us today
Thank you for joining us today
Slide 92: Appendix
Appendix
Slide 93: Growing online sales presence with high percentage click & collect
Growing online sales presence with high percentage click & collect Significant improvement in online customer experience. Contribution margin dollars per transaction are higher online than in store. Clear opportunity with small percentage of members shopping both online and in-store Online Sales ($m
Slide 94: Appendix
Appendix
Slide 95: Solid market fundamentals underpinning long-term growth
Solid market fundamentals underpinning long-term growth Changing car parc Car ownership Value-led maintenance Electrification • The ANZ car parc continues • The car parc is projected to • Cost-of-living and rising • Despite a recent surge in to grow and age, with longer reach ~24M by 2035 (+1.8% veh
Slide 96: A compelling customer value proposition
A compelling customer value proposition Famous for range Trusted advice Great value, every day • Home of the brands customers want • A trusted team delivering best in class • Mix of everyday low prices and HI/LO to to buy service and product knowledge provide everyday value and exciting • Quality pr
Slide 97: Evolving with a changing car parc
Evolving with a changing car parc Australian car parc, share by powertrain • The Australian car parc is projected to grow from # million cars, 2025-351 ~20 million vehicles today to ~24 million by 2035 24 (+1.8% CAGR), driven primarily by population 22 EV growth 20 • While EV penetration will increa
Slide 98: Appendix
rebol Appendix
Slide 99: Strong market fundamentals supporting long-term growth
Strong market fundamentals underpinning long-term growth 2032 Health and wellbeing Sports participation A culture of sport Major sporting events • Structural shift toward • AusPlay data shows high • Sport is a cultural constant, • Consistent flow of major health, fitness and active sustained sports
Slide 100: A compelling customer value proposition
A compelling customer value proposition Differentiated on experience • Trusted advice from knowledgeable team members who help customers make confident choices • A seamless omni journey, moving easily between store and digital with low friction • Stores designed to inspire participation and enable c
Slide 101: Appendix
cS ae) c o rom 2 <x
Slide 102: Strong market fundamentals underpinning long-term growth
Strong market fundamentals supporting long-term growth Embedded outdoor lifestyle Attractive category growth & Fishing – resilient demand demand spend dynamics driver • Outdoor recreation embedded in • Large, fragmented market with • Structurally resilient category with Australian lifestyles, suppor
Slide 103: A compelling customer value proposition
A compelling customer value proposition Famous for range Deliver on value and quality brands Differentiate on experience • We understand our customers and • Value as a non-negotiable • All the relevant products our customers are chasing in store and online guide them to what they need, when • Discip
Slide 104: Appendix
IN macpac Appendix
Slide 105: Solid market fundamentals underpinning long-term growth
Solid market fundamentals underpinning long-term growth Outdoor participation Sustainability Macroeconomic factors • Bushwalking/hiking remains among • Durability, repairability and low-impact • Prolonged high fuel and airfare costs the top 3 adult activities in Australia, materials, are now core ca
Slide 106: A compelling customer value proposition
A compelling customer value proposition Quality outdoor gear Made responsibly Trusted to last • We offer high quality, technical • We work tirelessly to do the least • We bring sustainability to life in outdoor apparel and equipment harm possible when producing gear product lifecycle, with a focus o