Slide 1: FY26 Results Presentation
FY26 Results Presentation 27 August 2026 1
Slide 2: Disclaimer
Disclaimer The material in this presentation has been prepared by Bapcor Limited (“Bapcor”) ABN 80 153 199 912 and is general background information about Bapcor’s activities current at the date of this presentation. The information is given in summary form and does not purport to be complete. Infor
Slide 3: Acknowledgement of Country
Acknowledgement of Country Bapcor would like to acknowledge the Traditional Custodians throughout the countries we operate. We recognise the continued connection of all First Nations people in Australia, New Zealand and Asia and we embrace building our communities together as multicultural nations.
Slide 4: Contents
Contents 1 Group Highlights 2 Segment Summaries 3 Financial Summary 4 Summary & Outlook 5 Q&A 6 Appendices 4
Slide 5: Summary of FY26 results
Summary of FY26 results FY26 EBITDA above May 26 guidance. Net Debt Cash Initiatives to turnaround business delivered improved H2 momentum Conversion $135.0M 109.4% • Statutory Loss of $431.6M includes $442.4M (post-tax) of significant items (99% non-cash) 63.0% vs FY25 vs 86.5% in FY25 • Group Reve
Slide 6: Improving competitiveness
Improving competitiveness Targeted management actions implemented in 2H to restore performance Key challenges 2H26 key actions and achievements Key FY27 initiatives Enhance profitability • Stock availability of key • Improved price competitiveness across Burson • Customer Value and profit performanc
Slide 7: Optimising the cost base
Optimising the cost base Targeted management actions implemented in 2H to restore performance Key challenges 2H26 key actions and achievements Key FY27 initiatives Optimise CODB • Elevated cost • Established an in-house recruitment function, • Decrease labour hire across supply chain to reduce envir
Slide 8: Strengthening capital efficiency
Strengthening capital efficiency Targeted management actions implemented in 2H to restore performance Key challenges 2H26 key actions and achievements Key FY27 initiatives Capital efficiency • Elevated inventory • Reduced overdue debtors by $14.5M to $25.6M • Implement business unit Open to Buy (OTB
Slide 9: Returning to growth
Returning to growth Targeted management actions implemented in 2H to restore performance Key challenges 2H26 key actions and achievements Key FY27 initiatives Return to growth • Leadership instability, • Team member turnover reduced to 35.5% • Enhance Team Value Proposition through company- Team bui
Slide 10: Customer focussed
Customer focussed Customer experience improving as operational actions gain traction NPS1 feedback informing customer focused actions 2H market share gains in Trade – parts 35 75 65 33 55 31 45 29 35 25 27 15 25 Oct-25 Dec-25 Feb-26 Apr-26 Jun-26 Sep-23 Mar-24 Sep-24 Mar-25 Sep-25 Mar-26 Trade Netwo
Slide 11: Strategy reset
Strategy reset Creating a platform for sustainable earnings growth and long-term shareholder value Turnaround Commenced February 2026 Strategic reset & establishment of a strategic • Turnaround program to stabilise the planning cycle business and improve operational performance are well underway and
Slide 12: FY26 Segment Summaries
FY26 Segment Summaries Chris Wilesmith Chief Executive Officer & Managing Director 12 12
Slide 13: About Bapcor
About Bapcor A leading ANZ provider of aftermarket vehicle parts, accessories, equipment, service and solutions $1.9B Our customers FY26 Total Generalist mechanics revenue 40% of revenue 1 32% of revenue 20% of revenue 8% of revenue Truck & We sell to independent We have a collection We sell to cons
Slide 14: Improved sales momentum
Improved sales momentum 2H26 turnaround actions gained traction, with improved sales momentum in the final 5mths of FY26 LFL sales growth 1 2 Total Sales growth First 7mths Final 5 mths Movement First 7 mths Final 5 mths Movement versus pcp versus pcp versus pcp versus pcp Trade 1 -2.5% Flat +2.5% -
Slide 15: FY26 segment overview
FY26 segment overview Initiatives underway to address performance Revenue 2 Revenue 1 FY26 V FY25 EBITDA 1 FY26 V FY25 8% Segment ($M) FY26 FY25 % FY26 FY25 % 40% Trade 776.9 784.7 (1.0%) 105.2 151.7 (30.7%) 20% Networks 620.9 624.6 (0.6%) 67.7 63.1 7.3% Retail 393.8 403.0 (2.3%) 38.7 42.8 (9.6%) Ne
Slide 16: Trade
Trade 2H momentum improved with recovery actions underway • New leadership team appointed mid-year, with strong after-market expertise including returned senior leader and store managers • Investment in merchandising capability now completed enabling focus $M FY26 FY25 1, 2 on business improvement i
Slide 17: Networks
Networks 1 Performance rebuilding, with 2H revenue and earnings • Revenue slightly down YOY, with momentum improving through the returning to growth year and 2H returning to growth (up 1.3%): • Specialist Networks revenue declined, with the FY25 restructure $M FY26 FY25 2, 3 of JAS causing disruptio
Slide 18: Retail
Retail • Revenue declined YOY, however 2H LFL sales returned to growth, up 2H earnings momentum improved as actions gained traction 1.4% led by Autobarn, supported by targeted promotional activity and the Hyperdrive operational improvement program. Category performance remained mixed, with growth in
Slide 19: New Zealand
New Zealand Challenging market conditions, actions underway to • AUD revenue decline primarily due to the weaker NZD which accounted for 73% of the decline strengthen performance • NZD revenue decline with softer market conditions, increased competition and Q4 Middle East disruption partly offset by
Slide 20: FY26 Financial Summary
FY26 Financial Summary Kim Kerr Chief Financial Officer 20
Slide 21: External factors
External factors Macro-economic pressures impacted operating costs and consumer demand; management actions implemented Domestic fuel surcharge impacted due to Middle East crisis Consumer confidence across Australia Significant weakness in NZD against AUD 26% 0.96 130 24% 120 0.92 22% 110 20% 100 0.8
Slide 22: Income Statement
Income Statement FY25 $M1, 2 FY26 % change Restated 2 Key points Revenue 1,924.1 1,959.2 -1.8% • Statutory loss of $431.6M includes $442.4M post-tax significant Cost of Goods Sold (COGS) (1052.0) (1057.0) -0.5% items largely related to non-cash impairments . Details Gross Margin 872.1 902.2 -3.3% co
Slide 23: Cash Flow
Cash Flow $M1 FY26 FY25 Key points EBITDA – Underlying 152.5 233.1 Operating Cash Flow 166.9 201.7 • 2H26 working capital initiatives delivered $68.5M in cashflow, Cash conversion % 109.4% 86.5% driven by inventory, overdue debtor and other cash improvement initiatives, inline with guidance if $60M-
Slide 24: Balance Sheet
Balance Sheet 30 Jun 25 $M 30 Jun 26 Restated Key points Cash 67.2 58.6 Trade and other receivables 162.0 170.3 • Improved quality of trade receivables with reduction in overdue Inventories 524.8 545.2 debtors by $14.5M in 2H26 Income tax receivable & Other 7.5 42.8 Assets held for sale - 5.1 • Inve
Slide 25: Net Debt and capital management
Net Debt and capital management $135.0M >$322M ~3 years 1.72x NET DEBT UNDRAWN COMMITTED AVERAGE REMAINING NET LEVERAGE RATIO 2 FACILITIES TENOR DEBT MATURITY PROFILE ($’M) • Net debt decreased by $229.8 million from June 2025 ($252.3M from Dec 25), driven by $200 million equity raising and cash flo
Slide 26: Summary & Outlook
Summary & Outlook Chris Wilesmith Chief Executive Officer & Managing Director 26
Slide 27: FY27 trading update & outlook
FY27 trading update & outlook FY27 first 6 weeks sales are slightly ahead of the prior comparative period • FY27 first 6 weeks sales are slightly ahead of the prior comparative period FY27 - year to date • Trade parts and Networks continue to deliver sales growth versus pcp performance • Performance
Slide 28: Summary
Summary FY26 laid the right foundations for FY27 and beyond • Enhanced leadership capability through the appointment of highly credentialled automotive aftermarket executives • Decisive actions implemented in 2H26 to turnaround the business • Financial flexibility improved • Clear priorities in plac
Slide 29: Appendices
Appendices 29
Slide 30: The Bapcor investment proposition
The Bapcor investment proposition Bapcor is a leading player in the Australian automotive aftermarket sector, with a unique ecosystem, strong brand reputation, customer relationships and a significant footprint in ANZ A market leader, with significant benefits from scale ● A market leading position
Slide 31: FY26 significant items breakdown
FY26 significant items breakdown 99% is non-cash, primarily the impairment of goodwill and trademarks $M 1H26 2H26 FY26 Commentary Segment impairment 99.9 345.4 445.3 Impairment of intangible and right of use assets Store impairment 3.9 1.3 5.2 Property, plant, equipment and lease impairment of stor
Slide 32: Statutory to Underlying reconciliation
Statutory to Underlying reconciliation FY26 Consolidated FY25 Consolidated – Restated 3, 4 $M Statutory Significant Items 1 Underlying $M Statutory Significant Items 2 Underlying Revenue 1,924.1 - 1,924.1 Revenue 1,975.8 (16.6) 1,959.2 EBITDA 138.8 13.7 152.5 EBITDA 173.6 59.4 233.1 D&A (101.1) 0.0
Slide 33: Leverage calculation reconciliation
Leverage calculation reconciliation The following tables reconcile statutory to net debt, statutory EBITDA to pre-AASB16 EBITDA and the Net Leverage calculation. Consolidated Consolidated 30 June 26 30 June 25 Restated $M 30 June 26 30 June 25 $M (last 12 months) Cash and cash equivalents 67.2 58.6
Slide 34: A leading ANZ aftermarket provider of vehicle parts, accessories, equipment, service and solutions
A leading ANZ aftermarket provider of vehicle parts, accessories, equipment, service and solutions 34