Vertu Motors Plc · LSE:VTU
Vertu Motors — Q2 2026 Earnings Presentation
32 slides from Vertu Motors's earnings presentation, Oct 9, 2025
Slide 1: Interim Results
Analyst and Investor Presentation Interim Results For the six-month period ended 31 August 2025
Slide 2: Vertu Advantages: Our Investment Case
Vertu Advantages: Our Investment Case Scale Benefits Customer Lifecycle Cost Optimisation Maximise Returns • Stable, experienced • Full sales and aftersales • In-house systems developed • Active portfolio management management team augmented offering to increase capture to improve process efficiency
Slide 3: Highlights
Highlights Growth • Gained market share in all sales channels against a challenging backdrop • On-going strength in high margin aftersales business • Significant outperformance of BEV market, like-for-like BEV new vehicle sales +82.4% (SMMT +55.2%) Profitability • Record H1 revenues of £2.5bn • Gros
Slide 4: JLR Cyber Attack
JLR Cyber Attack • Industry-wide impact from JLR cyber attack on 1st September disrupted Group’s 10 dealerships • Caused significant disruption across all parts of JLR business during key plate change month • One-off impact on September profit of £2.0m and anticipated impact for FY26 of up to £5.5m
Slide 5: Current Trading and Outlook – September
Current Trading and Outlook – September • Excluding this one-off impact of the JLR cyber-attack, the underlying Like-for-Like Vehicle Volume – September FY2026 profit before tax of the Group for the full year is expected to be in line with market expectations3 Group Like-for- UK % Change Group Like-
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: Sector Trends – Near-term uncertainty
Sector Trends – Near-term uncertainty Electrification Chinese Entrants Finance Commission • New car market remains under pressure • Chinese brands are growing in popularity • Supreme Court judgement issued August from ZEV mandate with headline targets with UK consumers, and it is clear they are 2025
Slide 9: Digitalisation, Efficiency & AI
Digitalisation, Efficiency & AI Finance Efficiency Data and AI Website Group is dedicating significant resource to re- • Focus on practical applications that • Project to rebuild our Group retail engineering and automating finance functions to provide measurable business benefits, website is progres
Slide 10: Brand and Marketing
Brand and Marketing Vertu Motors plc 10
Slide 11: New senior management structure from January 2026
New senior management structure from 1 January 2026 • Two new Managing Director roles to be created from 1 January 2026, via internal appointments • Leon Caruso and Anthony Masterson who have been with the Group as Anthony Group Operations Directors for seven and five years respectively will take Ma
Slide 12: Financial Performance
Financial Performance Karen Anderson CFO
Slide 13: Income Statement
Income Statement Revenue: Grew by £35.4m to a new 6-month period ended 31 August record level of £2.5bn in the Period driven by acquisitions, particularly £’m (unless otherwise stated) 2025 2024 % Change Burrows in October 2024 (+£103m). Core Group revenues declined by Revenue3 2,510.0 2,474.6 1.4%
Slide 14: Profit Bridge – Adjusted PBT
Profit Bridge – Adjusted PBT Core Group Gross Profit Movement: (£1.0m) 25.0 22.1 (4.4) 4.0 (0.7) (0.2) (0.2) 20.0 20.0 (1.2) 0.6 15.0 10.0 5.0 0.0 H1 FY25 New Vehicles New Fleet & Used Vehicles Aftersales Operating Finance Costs Acquisitions, H1 FY26 Adjusted PBT Commercial Expenses Start-ups and Ad
Slide 15: Tight Management of Cost Headwinds
Tight Management of Cost Headwinds 6-month period ended 31 August • Salary costs represent over half of Core £’m 2025 2024 Variance Variance % Group operating expenses and are the biggest single cost to the Group. Salary Salary cost 132.9 132.6 +0.3 +0.2% costs in the Core Group have increased just
Slide 16: Balance Sheet
Balance Sheet 31 Aug 2025 28 Feb 2025 31 Aug 2024 • Tangible net assets per share at 76.1p, up 4.4% from 72.9p £’m £’m £’m aided by share buy-back programme executed at an average of 59.9p per share to date Intangible assets 137.3 137.2 131.0 • Freehold and long leasehold property portfolio at Retir
Slide 17: Free Cash Flow, Net Debt and Gearing
Free Cash Flow, Net Debt and Gearing Cash Flow 6 Months Ended 31 August 2025 £’m H1 Working Capital outflow: £21.2m Operating profit 30.6 Higher used vehicles and reduced vehicle deposits Depreciation, amortisation and impairment 20.6 Profit on sale of assets (0.9) Net Debt2: £78.3m (H1 FY25: £83.9m
Slide 18: Capital Allocation
Capital Allocation Portfolio Management Share Buyback Dividends • In June 2025 the Group closed a • 9.4m shares repurchased at a cost • In the Period, the Group returned Citroen sales outlet which operated of £5.6m in the Period: buyback £3.7m to shareholders by the from a leasehold premises in cont
Slide 19: Trading and Operational Update
Trading and Operational Update
Slide 20: Group Vehicle Sales Performance
Group Vehicle Sales Performance Like-for-Like Vehicle Volumes 6-months to 31 August 25 Total Group Gross Profit Per Unit £ H1 FY26 Group Like-for- UK % Change Group Like-for-like 1 2 Volume like % Change (SMMT) v SMMT % 2,105 1,948 New retail car and bikes3 20,250 1.5% 4.0% (2.5%) 1,560 1,487 Motabi
Slide 21: UK BEV Market – Significant Retail Outperformance
UK BEV Market – Significant Retail Outperformance • Like-for-like BEV sales growth significantly ahead Like-for-like BEV private vehicle sales of market trends in private channel H1 FY26 v H1 FY25: • Vertu market share of private BEV market increased in H1 and was broadly in-line with equivalent sha
Slide 22: Group Aftersales Performance
Group Aftersales Performance Gross profit up in all major channels (L4L) Like-for-like Accident & Service Parts Fuel Forecourt Total H1 FY26 v H1 FY25 Smart Repair Revenue1 (£’m) 110.0 139.9 15.1 5.2 270.2 Revenue1 change % 3.7% 2.9% (1.7%) (10.1%) 2.7% Gross profit (£’m) 81.1 29.6 9.4 0.4 120.5 Gro
Slide 23: Service and Repairs: Excellent operational execution
Service and Repairs: Excellent operational execution Cost Saving: Internal rate impact Benefits of Retention Wash & Vac < 3 years > 3 years 40% 60% £275 £375 Mix of work and average invoice value by +£2.1m gross profit age of vehicle +£0.4m • In March 2025 the Group increased its internal • Consiste
Slide 24: Group Well Positioned
Group Well Positioned Scaled Group that is 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 Capital allocat
Slide 25: Definitions of Key Terminology
Definitions of Key Terminology Core: Comparison against FY25 Dealerships that have traded for the full period of March 2024 to August 2024 and March 2025 to August 2025 Like-for-like: Dealerships that have comparable trading periods in two consecutive financial years, only the comparable period is m
Slide 26: New Vehicle Trends (Retail and Motability)
New Vehicle Trends (Retail and Motability) H1 H2 H1 H2 H1 H2 H1 FY2023 FY2023 FY2024 FY2024 FY2025 FY2025 FY2026 Selling price per unit [1] (£) 24,062 24,191 25,906 25,338 26,180 26,064 26,155 Gross profit per unit [1] (£) 2,105 2,246 2,170 2,019 1,965 1,984 1,948 Margin (Group) [1] 8.5% 9.0% 8.5% 8
Slide 27: Fleet and Commercial Vehicle Trends
Fleet and Commercial Vehicle Trends H1 H2 H1 H2 H1 H2 H1 FY2023 FY2023 FY2024 FY2024 FY2025 FY2025 FY2026 Selling price per unit (£) 24,109 25,730 27,085 28,196 29,288 29,806 29,274 Gross profit per unit (£) 988 1,049 1,160 1,296 1,272 1,194 1,124 Margin (Group) 4.7% 4.7% 5.1% 5.6% 5.2% 5.4% 5.0% Li
Slide 28: Used Vehicle Trends
Used Vehicle Trends H1 H2 H1 H2 H1 H2 H1 FY2023 FY2023 FY2024 FY2024 FY2025 FY2025 FY2026 Selling price per unit (£) 19,861 20,328 21,580 20,425 20,634 21,057 20,977 Gross profit per unit (£) 1,560 1,468 1,535 1,296 1,490 1,455 1,487 Margin (Group) 7.9% 7.2% 7.1% 6.3% 7.2% 6.9% 7.1% Margin (Core Gro
Slide 29: Vehicle Volumes Sold
Vehicle Volumes Sold H1 FY26 vs H1 FY25 H1 FY26 vs H1 FY25 +/- % +/- % Total units sold Like-for-like units sold 16,034 15,577 (1.5%) Used Trade +2.6% Used Trade 16,457 15,347 (0.5%) 46,073 44,999 Used Retail +3.7% Used Retail 47,799 44,765 +16.6% 13,672 13,434 SMMT +13.5% New Fleet & Agency Car +21
Slide 30: Net Debt & Borrowing Facilities
Net Debt & Borrowing Facilities Facilities Drawn Net Debt at 31 August 2025 £’m £’m 5 year acquisition facility (from December 2022) 93.0 55.5 20 year mortgage facility (from December 2020) 9.8 9.8 20 year mortgage facility (from December 2022) 64.5 64.5 10 year mortgage facility (from December 2024
Slide 31: Dealership Portfolio
Dealership Portfolio 191 sales outlets Sales Sales Outlets Outlets Vauxhall 16 Land Rover 10 JLR Stellantis Peugeot 11 Jaguar 1 Citroen 6 Toyota 11 BMW 7 Mercedes-Benz 5 Mercedes BMW MINI 7 Mercedes-Benz Commercial Vehicles 1 BMW Motorcycles 4 Volvo 6 Ford 17 MG 4 Nissan 13 Mazda 4 Renault Nissan Re
Slide 32: 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