Sgh Limited · ASX:SGH
Sgh — Investor Day (May 2026)
176 slides from Sgh's investor day presentation, May 21, 2026
Slide 1: SGH Investor Presentation
21 May 2026 Company Announcements Office ASX Limited Level 27, 39 Martin Place SYDNEY NSW 2000 SGH INVESTOR PRESENTATION For personal use only SGH Ltd (“SGH”) (ASX: SGH) attaches an investor presentation to be delivered today by Mr Ryan Stokes AO, MD&CEO of SGH, together with Senior Executives from
Slide 2: SGH FY26 Investor Day
For personal use only SGH FY26 Investor Day Ryan Stokes, CEO 21st May 2026 1
Slide 3: SGH FY26 Investor Day – Agenda
SGH FY26 Investor Day – Agenda Activity Speakers Start Time Minutes1 End Time Official Welcome & Safety Briefing Ryan Stokes 10:00 AM 5 10:05 AM For personal use only SGH: Relentless Operator Ryan Stokes 10:05 AM 25 10:30 AM Building a Performance-Focused Workforce Gitanjali Bhalla, Sam Toppenberg 1
Slide 4: Welcome & Housekeeping
Welcome & Housekeeping SGH FY26 Investor Day – Where we are SGH Evacuation Diagram and Procedure • 175 Liverpool Street, Sydney For personal use only • SGH Corporate office since 2018 • 18 FTE, including support staff Housekeeping Wi-Fi: SGH_Guest / Password: SGHp@ssw0rd Bathrooms: Right side of
Slide 5: SGH Leadership Team - Speaking Order
SGH Leadership Team - Speaking Order For personal use only SGH People Operations Assets Financials 4
Slide 6: What to Expect Today
What to Expect Today SGH FY26 Investor Day – Core Messages For personal use only SGH is a Relentless Operator Performance improvement is a permanent state, not a periodic initiative. The SGH Way is our scalable operating model we apply consistently across our businesses to drive long-term outperform
Slide 7: SGH: Relentless Operator
For personal use only SGH: Relentless Operator Ryan Stokes, CEO 21st May 2026 6
Slide 8: SGH – Who We Are
SGH – Who We Are Privileged Assets ASX:SGH •Focused on Industrials and energy For personal use only •Market leading businesses with scale •Privileged assets and defendable moats 32nd •Diversified model supports growth without passport largest ASX company Industrials & Energy ASX100 and MSCI Global •
Slide 9: SGH - Relentless Operator
SGH - Relentless Operator Relentless Operator, compounding excellence: turning market-leading positions into durable earnings growth and long-term outperformance For personal use only Relentless Operator Compounding Excellence The inputs: SGH Way in action The outputs: applied at scale, year on year
Slide 10: SGH Overview – Latest Results
SGH Overview – Latest Results Latest Results SGH Compounding EBIT Margins • HY26 EBIT of $844m flat, or +22% on 2H FY25 16% 15.6% For personal use only • Operating cash flow of $1.1bn up +32% 14.3% 13.4% What is driving the performance 12.3% 12.3% 12% • Boral margin compounding, 14.7% in HY26 from 6
Slide 11: SGH - A Decade of Compounding Excellence
SGH - A Decade of Compounding Excellence Compounding Operations & Capital Allocation Organic (operational) Inorganic (capital) 10-yr EBIT CAGR 10% For personal use only 10-yr EBIT CAGR 8% Operating excellence and disciplined capital allocation, compounding together Earnings and Returns Compounding i
Slide 12: The SGH Way – Performance Operating Model
The SGH Way – Performance Operating Model A scalable & transferrable operating model applied consistently across SGH Objectives For personal use only Recognising and serving exceptional businesses to deliver long- term TSR outperformance and sustainable shareholder value How we Deliver Disciplined c
Slide 13: The SGH Way – The Seven Traits in Action
The SGH Way – The Seven Traits in Action Execution & Growth Efficiency SGH Way Seven Focus on execution to deliver performance Maximum output from every dollar, hour and Traits in Action For personal use only uplift and growth; defined metrics support asset; constant focus on driving operating accou
Slide 14: SGH and BU Delineation
SGH and BU Delineation BU CEOs run the businesses with full authority and accountability. The Board and SGH hold them to account, support capital allocation and unlock performance. For personal use only SGH Ltd Board Group oversight • Capital allocation • Portfolio BU Executive Board and SGH role ac
Slide 15: Industrial Compounding Through the SGH Flywheel
Industrial Compounding Through the SGH Flywheel Industrial Compounding The SGH Flywheel The value-creation philosophy The value-creation Mechanism Own For personal use only Privileged Industrial & Energy businesses with long-duration demand tailwinds Operate The SGH Way applied to drive operating ex
Slide 16: 0-1-10-15-30 – Our SGH Ambition
0-1-10-15-30 – Our SGH Ambition Five interconnected targets that calibrate what the SGH Way and Flywheel Aims to Deliver For personal use only Zero Harm One SGH Way % EBIT & EPS % ROCE $B Market cap growth & ASX 50 10% three-year rolling $30bn market One operating model, Zero harm is our average EBI
Slide 17: What to Listen for Today
What to Listen for Today One story across four lenses Today's session structure Today’s presentations are structured around our four core Pillars, not individual businesses 1. [P] Building a Performance-Focused Workforce — Gitanjali For personal use only Bhalla, Sam Toppenberg People 2. [O] Compound
Slide 18: Building a Performance Focused Workforce
For personal use only Building a Performance Focused Workforce Gitanjali Bhalla, SGH CPO Sam Toppenberg, Boral EGM P&C 21st May 2026 17
Slide 19: SGH Workforce Overview
SGH Workforce Overview Our people are our competitive advantage, compounding EBIT through productivity, safety & commercial discipline ~1,700 For personal use only ~4,500 ~4,500 ~450 ~15,000 people including ~4,000 contractors ~13,000 Frontline workforce directly involved in the creation or delivery
Slide 20: Building a Performance Focused Workforce
Building a Performance Focused Workforce P&C Strategic Priorities Our SGH Way Ambition For personal use only 0 - Zero Harm Zero Harm Culture 1 - One SGH Way Disciplined Leadership One SGH Way of Working 10 - EBIT / EPS %Growth (3yr avg) Frontline Capability 15 - ROCE % Engaged Workforce 30
Slide 21: Building a Performance Focused Culture: Key Pillars
Building a Performance Focused Culture: Key Pillars The key operating principles designed to grow earnings, reduce risk, and compound productivity across SGH For personal use only Zero Harm Disciplined One SGH Frontline Engaged Culture Leadership Way of Working Capability Workforce Safety is Leaders
Slide 22: SGH Zero Harm Safety Culture
SGH Zero Harm Safety Culture 0.5 64% 2.4 48% Group LTIFR 1 LTIFR improvement 2 Group TRIFR 1 TRIFR improvement 2 For personal use only Group Safety Performance 3-Year Trend Non-negotiable foundation Rolling 12mth LTIFR Rolling 12mth TRIFR Mar 2026 Mar 2025 Mar 2024 Mar 2026 Mar 2025 Mar 2024 Zero Ha
Slide 23: People: Our Operational Advantage
People: Our Operational Advantage AI fluency & digital tools — amplifying decisions · accelerating sales · lifting productivity For personal use only High Performance Culture & Frontline Capability & Sales Operating Leverage & Disciplined Leadership Execution Productivity 100% +$30m 80% KPIs linked
Slide 24: The SGH Operating Model in Action
The SGH Operating Model in Action The SGH Way & Operating Model principles in action: frontline accountability, common cadence, measurable uplift MECHANISM OUTCOME For personal use only Frontline-focused structure Decisions made close to the customer Accountability, investment and P&L ownership sit
Slide 25: Building a Performance Focused Workforce – Boral
For personal use only Building a Performance Focused Workforce Boral Sam Toppenberg, Boral EGM P&C 21st May 2026 24
Slide 26: The Boral Way – Driving Operational Value
The Boral Way – Driving Operational Value The Boral Way • Frontline-focused – decentralised and standardised, accountability and investment sit at the operational level • Corporate overhead minimised; investment follows the operational work For personal use only • P&L ownership pushed as close to th
Slide 27: Boral Operating Model, Cadence and Leadership
Boral Operating Model, Cadence and Leadership Boral’s entrenched operating structures enable performance through its People Operating Model Operating Cadence Leadership Model For personal use only • Clear accountability and ownership • Alignment across Boral • Embedded across all people processes an
Slide 28: Relentless focus on productivity and cost discipline
Relentless focus on productivity and cost discipline Boral innately focused on productivity uplift and cost discipline Improvement Board: Productivity, efficiency and savings progress Flat structures and clear accountability, salaried roles reduced For personal use only • ~7% since FY22; reporting l
Slide 29: Key Takeaways – Session #2
Key Takeaways – Session #2 Building a Performance-Focused Workforce For personal use only ~87% of the SGH workforce One SGH Way, one common Capability compounds into sits at the frontline language across every BU margin – Boral is the proof point Structures, headcount and investment Every BU has an
Slide 30: Compounding Operating Excellence
For personal use only Compounding Operating Excellence Robert Cotterill, SGH COO Jarvas Croome, WesTrac CEO Matt McKenzie, Boral CEO Murray Vitlich, Coates CEO 21st May 2026 29
Slide 31: SGH Way – our operating model
SGH Way – our operating model Operational Excellence at SGH drives our Flywheel: SGH Way driving performance with continuous improvement and pace, Disciplined People with effective processes and our BU Flywheels through BU results. For personal use only SGH Way Deployment • Each BU “way” is derived
Slide 32: SGH Way – delivered through our BUs
SGH Way – delivered through our BUs What consistent deployment looks like in practice: 1 Operating cadence: 3 Monthly Business Review: As a Relentless Operator, the Defined Discipline SGH Way is deployed into For personal use only AGM / AR each BU to drive BU performance and the SGH Performance • Di
Slide 33: BSC Process
BSC Process The BSC KPI process cascades deep into the business and up to the board The BSC is the mechanism that converts our operating model For personal use only disciplines into performance outcomes as a Relentless Operator Reporting and Active Management Tool Consistency: across SGH/BUs, templa
Slide 34: Operating Excellence: cross BU leverage compounds
Operating Excellence: cross BU leverage compounds Three industrial businesses, one operating system — each capability built once, leveraged across SGH For personal use only Where one BU develops stronger cadence, operational efficiency or SGH Way in action subject leadership, knowledge is shared and
Slide 35: Operational Focus Areas – FY26 Progress
Operational Focus Areas – FY26 Progress Progress in FY26 has established a good foundation for FY27 For personal use only Operational Execution Sales Effectiveness Operating Leverage Innovation & AI • Operating Cadence • Sales metrics & • Increased cost • Acceleration of AI use enhanced accountabili
Slide 36: Operational Focus Areas – FY27 Priorities
Operational Focus Areas – FY27 Priorities Priority areas for FY27 focus on driving depth, consistency and results at the frontline For personal use only Operational Execution Sales Execution Operating Leverage AI • SGH Way operating • Value-based selling lifting • Efficiency & cost • AI moving to pr
Slide 37: Compounding Operating Excellence
Compounding Operating Excellence Operating Excellence at SGH is delivered through Disciplined People and Effective Processes For personal use only BU Performance and Operational Execution Drive Performance Relentless Operator, compounding benefits Next: BU Operating Excellence SGH Way in their busin
Slide 38: Compounding Operating Excellence – WesTrac
For personal use only Compounding Operating Excellence WesTrac Jarvas Croome, WesTrac CEO 21st May 2026 37
Slide 39: The WesTrac Way
Compounding Operational Excellence - WesTrac The WesTrac Way A customer-centric operating model aligned to the SGH Way delivering a world-class Caterpillar dealership THE WESTRAC FLYWHEEL PCOF OPERATING PILLARS For personal use only • Know the Customer - Market- People - Safe, engaged, leading share
Slide 40: Driving ROCE through utilisation and disciplined execution
Compounding Operational Excellence - WesTrac Driving ROCE through utilisation and disciplined execution UTILISATION (LEVERS) DISCIPLINED EXECUTION ROCE (OUTCOME) (DIFFERENTIATOR) For personal use only PEOPLE Technician Parts and PEX Productivity Turns Unlock Increase velocity FACILITIES Resilient Ea
Slide 41: Continuous incremental improvement compounding into sustainable value
Compounding Operational Excellence - WesTrac Continuous incremental improvement compounding into sustainable value Execution Inventory and People Technology For personal use only Discipline Facilities • Standardised work • Frontline focused • Network-wide parts • Workflow • WIP discipline • Targeted
Slide 42: Compounding from services growth and discipline
Compounding Operational Excellence - WesTrac Compounding from services growth and discipline WesTrac EBIT and Margin by Half 15% CAGR 400 EBIT EBIT Margin 14% • EBIT has grown at ~15% CAGR since 2016, growing 350 12% 300 through the cycle 10% For personal use only EBIT Margin EBIT ($m) 250 8% 200 •
Slide 43: Aftermarket Opportunity
Compounding Operational Excellence - WesTrac Aftermarket Opportunity Key Operational KPIs: WesTrac Parts Sold • >70% of total revenue from aftermarket 30 WesTrac Parts Sold H1 WesTrac Parts Sold H2 19m YTD • New capital sales build the installed base and future parts 25 For personal use only (March
Slide 44: Technology and AI – the next wave of operating leverage
Compounding Operational Excellence - WesTrac Technology and AI – the next wave of operating leverage Proven Foundations AI in Production Today WesTrac AI Use Cases For personal use only Cat Digital Ecosystem Warranty Claim AI OPTIC VisionLink Condition Monitoring Asset Strategy Data AI (AMT) Parts.C
Slide 45: Delivering Long-Run Earnings Growth through Operational Excellence
Compounding Operational Excellence - WesTrac Delivering Long-Run Earnings Growth through Operational Excellence Technician Productivity For personal use only Targeting +80% Parts and PEX Turns H1 FY26 ROCE TARGET EBIT margin 11.7%, +60bps Faster Rebuilds Reducing average cycle times >25% Safety: LTI
Slide 46: Compounding Operating Excellence – Boral
For personal use only Compounding Operating Excellence Boral Matt McKenzie, Boral CEO 21st May 2026 45
Slide 47: Strategic Alignment – Boral Way
Strategic Alignment – Boral Way Our Boral Way strategy is based on the PEMAF pillars with an alignment and execution focus • We are progressively implementing our “Good to Great” For personal use only Boral Way – “our strategy on a page” (G2G) strategic plan • “Our Boral Way” is our business strateg
Slide 48: Strategy Evolution
Strategy Evolution Our strategy has deeply embedded foundations with the PEMAF framework driving execution • Discipline and Clarity in place, stable strategy and aligned For personal use only organisation provides the foundation • Continuing aggregation effect of PEMA metrics through disciplined exe
Slide 49: People Performance
People Performance Strong link between people performance and all areas of operating excellence • We are committed to building a safe, engaged, Boral Safety performance Total recordable injury frequency rate (TRIFR) diverse, inclusive workplace while fostering a high- For personal use only performan
Slide 50: Variabilise Costs
Variabilise Costs We will increasingly variabilise the cost base of the business to be more efficient through cycle • To be more ‘efficient’ we need to variabilise more of our direct Detailed cost reporting and performance tracking cost base For personal use only • Increase the flex in business inpu
Slide 51: Operational Performance – Network Logistics
Operational Performance – Network Logistics Increasing of cement storage in progress to reduce stockouts and downtime Improving silo capacity at strategic locations Cement silo capacity increases For personal use only • Investing in new cement silos in key regions to bring our cement closer to the c
Slide 52: Compounding through Operating Leverage
Compounding through Operating Leverage Aggregating the key levers to grow EBIT margins • TRIFR down 47% and engagement score of 68% - translating directly into PEMAF Levers (examples) Lever Outcomes For personal use only lower labour cost and improved shift efficiency Lower turnover, recruitment cos
Slide 53: Compounding Operating Excellence – Coates
For personal use only Compounding Operating Excellence Coates Murray Vitlich, Coates CEO 21st May 2026 52
Slide 54: The Coates Way
Compounding Operational Excellence - Coates The Coates Way Coates's expression of the SGH Way, built for a hire business. For personal use only • POAF pillars People, Operations, Assets and Financials – these four pillars describe how we run the business. • Coates Way traits The seven “cogs” are the
Slide 55: The Coates Fly Wheel
Compounding Operational Excellence - Coates The Coates Fly Wheel Momentum builds when reliability, response, value-led sales and disciplined reinvestment work together. Target customers where scale, fleet For personal use only and specialist capability give us an edge. Every job to Coates Way standa
Slide 56: Operational Execution – Resilient core in variable market
Compounding Operational Excellence - Coates Operational Execution – Resilient core in variable market 46.1% 26.5% 0.4 61% 19.3% For personal use only EBITDA Margin EBIT Margin LTIRF Time Utilisation Redline Sustained Market leading Maintained Above Benchmark Priority Focus FY26 - margin held through
Slide 57: Total Value of Hire: What Customers Are Really Buying
Compounding Operational Excellence - Coates Total Value of Hire: What Customers Are Really Buying The price or daily hire rate is only one input … The value Coates delivers across the full hire relationship is what drives loyalty, share of wallet and win rate. For personal use only Will the equipmen
Slide 58: Strategic Operational Priorities
Compounding Operational Excellence - Coates Strategic Operational Priorities P O A F S TMS Transformation DIFOT Transport TMS Coverage Recovery >90% For personal use only 1 Replace legacy TMS integrating Core30, fleet telemetry and safety >96% >100% of transport systems to enable proactive transport
Slide 59: Operating Leverage and the Compounding Flywheel
Compounding Operational Excellence - Coates Operating Leverage and the Compounding Flywheel Four interlocking disciplines … each generating the preconditions for the next. The flywheel is structurally self-reinforcing; it does not require market recovery to compound. For personal use only Utilisatio
Slide 60: Margins holding
Compounding Operational Excellence - Coates Margins holding EBITDA margin 46.1% For personal use only Dormant Network Capacity. improving year-on-year 46.1% EBITDA and 26.5% EBIT EBIT margin delivered through a soft metro market 26.5% — with utilisation still short of target through a soft metro mar
Slide 61: Compounding Privileged Assets
For personal use only Compounding Privileged Assets Richard Richards, SGH CFO Jarvas Croome, WesTrac CEO Matt McKenzie, Boral CEO Murray Vitlich, Coates CEO Brett Woods, Beach Energy CEO 21st May 2026 60
Slide 62: What Makes an Asset Privileged
Compounding Privileged Assets What Makes an Asset Privileged An asset is privileged when its structural characteristics can sustain returns above cost of capital across cycles For personal use only Scarcity and Embedded Operational Network and Compounding Through- Barriers Customer Asymmetry Scale O
Slide 63: Privileged asset: Caterpillar dealership agreement and branch/service network
Compounding Privileged Assets - WesTrac Privileged asset: Caterpillar dealership agreement and branch/service network For personal use only Caterpillar dealership Parts & Service, and logistics network Growing and ageing installed machine across two of Australia’s premier resource territories Parts
Slide 64: Privileged assets: Boral Integrated Network
Compounding Privileged Assets - Coates and Boral Privileged assets: Boral: Integrated Network of hard-to-replicate upstream and downstream assets Privileged Upstream & Downstream Assets Vertical Integration For personal use only UPSTREAM Quarries, cement, bitumen. Long-life, scarce, high barriers to
Slide 65: Privileged asset: Australia's largest hire fleet and branch network
Compounding Privileged Assets - Coates Privileged asset: Australia's largest hire fleet and branch network National branch network Hire fleet, mix and scale For personal use only 145 branches nationally ~$1.85bn hire fleet, largest in Australia +1m pieces of equipment over 22 product categories, +30
Slide 66: Compounding Privileged Assets – Energy and Media
Compounding Privileged Assets – Energy and Media Privileged assets: Energy: Fields and production and transport infrastructure Media: Audience reach across all platforms For personal use only Energy: Fields and infrastructure Media: Audience reach #1 Total TV network in Australia Leading integrated
Slide 67: Privileged Assets – Compounding Performance
Privileged Assets – Compounding Performance Privileged assets earn more under SGH ownership. The Flywheel compounds that outperformance For personal use only PRIVILEGED ASSETS COMPOUNDING EXCELLENCE Feeds Compounds Scarcity & Barriers Returns above WACC Rights and licences Privileged assets support
Slide 68: Compounding Privileged Assets – WesTrac
For personal use only Compounding Privileged Assets WesTrac Jarvas Croome, WesTrac CEO 21st May 2026 67
Slide 69: High, capital-intensive barriers to entry with limited scope for replication
Compounding Privileged Assets - WesTrac High, capital-intensive barriers to entry with limited scope for replication Privileged Territory 29-Branch Network, supporting customer For personal use only • Sole authorised Caterpillar dealer across WA and NSW/ACT under a long- uptime standing, perpetual a
Slide 70: Installed base leverage
Compounding Privileged Assets - WesTrac Installed base leverage WesTrac Key Results • Large, ageing installed mining fleet For personal use only • Installed base growing (+4%) and ageing (+1%), driving parts and services demand Circular Services • Market-leading rebuild and Parts Exchange capability
Slide 71: Workforce Depth Built Over Decades
Compounding Privileged Assets - WesTrac Workforce Depth Built Over Decades • ~4,500 employees across WA and NSW/ACT For personal use only • Globally recognised award-winning technicians • 30+ years of operational expertise Significant Investment in an Infrastructure Base • Purpose-built rebuild cent
Slide 72: Strategic Assets
Compounding Privileged Assets - WesTrac Strategic Assets • PDC, CRC and machine shops enabling scale and responsiveness 1990 2004 2025 For personal use only WA dealership Commenced Caterpillar • Infrastructure supporting high utilisation and minimal acquired by operating in New celebrated 100 years
Slide 73: Scaling capacity operationally
Compounding Privileged Assets - WesTrac Scaling capacity operationally What This Delivers For personal use only • Aftermarket growth supported within the existing footprint • Operating leverage and improved cost structure at scale Scaling Levers • Network and footprint optimisation to increase outpu
Slide 74: Capital Discipline in Action
Compounding Privileged Assets - WesTrac Capital Discipline in Action • Capacity scaled within existing footprint Capital invested ahead of demand, not reactively For personal use only • • Phased and targeted CAPEX with clear payback Maintenance and Lifecycle Management • Automation is increasing wor
Slide 75: Compounding Advantage from Privileged Assets
Compounding Privileged Assets - WesTrac Compounding Advantage from Privileged Assets Caterpillar Certified Technicians Branch Network For personal use only Relationship 2000+ specialists, scarce, Branch operating strategy Strong long-term high-quality capability built supports growth and right Cater
Slide 76: Compounding Privileged Assets – Boral
For personal use only Compounding Privileged Assets Boral Matt McKenzie, Boral CEO 21st May 2026 75
Slide 77: Privileged Assets
Privileged Assets Australia’s largest integrated construction materials company • A rich legacy founded in 1946 ~328 For personal use only operating sites1 • Large integrated network provides a competitive advantage • Strategy focused on strictly strengthening and growing the core ~7,500 employees a
Slide 78: Integrated Network
Integrated Network Valuable upstream and downstream operations with integration being the key for value creation • ~50% of Upstream volumes supplied to For personal use only downstream operations • >90% of Downstream businesses source their raw material inputs internally • Vertical integration (VI)
Slide 79: Asset Management System
Asset Management System An overarching approach to Asset Management as part of our Boral Way For personal use only “SCROA” – improving safety, compliance and performance, reducing costs per unit Safe – ensure critical asset risks are managed and aligned with our Lifesaving Rules. Compliant – ensure
Slide 80: Asset Performance
Asset Performance Improving our asset optimisation and reliability to deliver cost and customer benefits Quarry fixed plant % OEE • Focus on SCROA components of ‘Optimisation’ ‘Optimisation’ January 2022 to Dec 2025 For personal use only and ‘Reliability’ • ‘Optimisation’ focused on OEE in upstream
Slide 81: Organic and Inorganic Investments
Organic and Inorganic Investments Strategic upstream and downstream investments compounding value across the network Upstream Sand Supplies VIC Purga QLD For personal use only • “Short-life” Quarry reserves fixed • Adding Cement storage closer to market • Growing Supplementary Cementitious Materials
Slide 82: Disciplined Capital Expenditure
Disciplined Capital Expenditure Capex discipline aligned with revenue and depreciation trends • Capex in line with depreciation & amortisation Capital Expenditure For personal use only including acquisitions (D&A), supporting improved cash flows and cash Capex/Rev % conversion Capex D&A • Capital al
Slide 83: Compounding through Privileged Assets
Compounding through Privileged Assets As Australia’s largest construction materials business, we will unlock value through disciplined asset performance 90% of downstream inputs sourced For personal use only • internally - a structural competitive Asset Performance Drivers Performance Outcomes advan
Slide 84: Compounding Privileged Assets – Coates
For personal use only Compounding Privileged Assets Coates Murray Vitlich, Coates CEO 21st May 2026 83
Slide 85: Australia's largest equipment hire provider
Compounding Privileged Assets - Coates Australia's largest equipment hire provider A national network, low fleet age and specialist capability that competitors cannot replicate. For personal use only $1.9bn+ ~145 #1 Hire Fleet Branches Market Position Fleet age at historical lows - ~6 years Nationwi
Slide 86: Why Customers Choose Coates
Compounding Privileged Assets - Coates Why Customers Choose Coates Customers choose Coates for total value over rate, evidenced by over 70% of revenue from contracts exceeding 12 months and our top 10 customers contributing 22.5% of revenue. For personal use only Fleet Quality & Low fleet age, proac
Slide 87: Improving Returns Through Utilisation and Discipline
Compounding Privileged Assets - Coates Improving Returns Through Utilisation and Discipline FY26 performance … what we are doing to improve each metric in FY27 For personal use only TU stable - the opportunity is in Financial Utilisation Time Utilisation Redline % • Time Utilisation at 61% on target
Slide 88: Fleet Capital: Scale, Discipline and a Faster, More Integrated Model
Compounding Privileged Assets - Coates Fleet Capital: Scale, Discipline and a Faster, More Integrated Model One of the largest fleet investment programs in the sector. Built on strong governance. Now evolving for speed, flexibility and capital productivity. For personal use only $230–250M $1.9bn+ ~6
Slide 89: Technology as the Operating Advantage
Compounding Privileged Assets - Coates Technology as the Operating Advantage Data underpins every pricing, utilisation and fleet decision. Technology is not a project - it is embedded in daily operations. For personal use only Telemetry & Fleet Intelligence Metrics360 & MySales CRM AI - Deployed and
Slide 90: Capital Discipline: Two competitive moats
Compounding Privileged Assets - Coates Capital Discipline: Two competitive moats … Neither easily replicated. Together our fleet depth and network create a compounding advantage not replicable by our competitors For personal use only Asset Performance Category Economics Fleet Decision Network Model
Slide 91: Compounding Privileged Assets – Beach Energy
For personal use only Compounding Privileged Assets Beach Energy Brett Woods, Beach Energy CEO 21st May 2026 90
Slide 92: Capturing Value Across Key Hubs
Capturing Value Across Key Hubs Core hub locations and commodity exposure enables significant value upside For personal use only Perth Otway Cooper Taroom Basin Basin Basin Trough • LNG exposure through the • Low-cost backfill • Oil and Gas exposure • Australia’s most exciting 250 TJ/day Waitsia Gas
Slide 93: Key Markets
Key Markets Growing supply gaps across Beach’s core markets supports medium-term outlook For personal use only East Coast gas1 West Coast gas2 Global LNG3 Global liquids4 • Decline of critical supply • Potential annual supply • LNG demand expected to • Oil demand forecast sources accelerating but ga
Slide 94: Five Priorities Driving Compounding Operational Excellence
Five Priorities Driving Compounding Operational Excellence Base business reset delivered For personal use only Disciplined Privileged Operational Onshore Offshore capital assets excellence expansion discipline allocation • Domestic Focus • Low-cost operations • Taroom Trough award • Avoid high-cost
Slide 95: An Owner's Mindset Ingrained In Our Operations
An Owner’s Mindset Ingrained In Our Operations Cost discipline and strategic commercial outcomes unlocking high margin upside Operated unit production Disciplined domestic focused Realised Gas prices cost ($/boe) operator ($/GJ) For personal use only 33%33% Fit for purpose organisational model 32% 1
Slide 96: Key Assets: Perth Basin
Key Assets: Perth Basin Critical West Australian infrastructure Waitsia Gas Plant Waitsia Gas Plant For personal use only • Waitsia Stage 2 successfully transitioned from project construction and commissioning activities to production operations • Early LNG cargoes delivered revenue of $794 million
Slide 97: Key Assets: Otway Basin
Key Assets: Otway Basin Continued investment in East Coast gas supply Established infrastructure and operations Otway Gas Plant For personal use only • Existing production from nearshore and offshore gas fields • Plant reliability >99% at operated sites Equinox campaign • Equinox Phase 2 underway -
Slide 98: Key Assets: Cooper Basin
Key Assets: Cooper Basin Inventory refresh delivering quality drilling prospects, infrastructure simplification extending asset life Western Flank Western Flank, Bauer North Tank Farm For personal use only • 12-well campaign commenced Dec-25, 100% success from six wells drilled to date; accelerated,
Slide 99: Key Assets: Taroom Trough
Key Assets: Taroom Trough Australia’s most prospective emerging oil and gas province Acreage award marks Beach entry into this emerging basin Taroom Trough Acreage For personal use only • Large new strategic source of domestic oil and gas supply potential within an established production province (s
Slide 100: Beach: Privileged, Disciplined, Growing
Beach: Privileged, Disciplined, Growing Disciplined capital deployment in core high margin opportunities to maximise returns For personal use only Privileged Disciplined Growing Core assets in East and Owner’s mindset Organic growth options West Coast gas markets High margin molecules Disciplined ca
Slide 101: Compounding Capital
For personal use only Compounding Capital Richard Richards, SGH CFO Stefan Camphausen, Boral CFO 21st May 2026 100
Slide 102: SGH Capital Management Priorities
SGH Capital Management Priorities SGH Capital Management Priorities 1. Beneficial Use of Leverage 2. Disciplined Capital Allocation 3. Earnings & TSR Outperformance For personal use only Capital structure Hurdle rates Earnings • Target <2.5x ND/EBITDA • Every deployment benchmarked • 18% EBIT CAGR o
Slide 103: Funding Base to Drive Growth and ROCE
Funding Base to Drive Growth and ROCE Diversified capital structure with 5 points of attachment • Strong bank relationships / Asian bank demand • Balance OpCo leverage vs HoldCo capacity Capital Structure Key Entities Facilities • Investment-grade pricing achieved For personal use only Borrowing gro
Slide 104: SGH Capital Allocation Model
SGH Capital Allocation Model For personal use only SGH People Operations Assets Financials 103
Slide 105: Capital Allocation Model: Growth Optionality
Capital Allocation Model: Growth Optionality Growth Capex SGH Growth Optionality For personal use only Organic growth opportunities Invest into Core BUs across SGH business units SGH Growth Optionality Yes ROCE Exceeds 15% No • Diversified structure allows preferential investment where returns are h
Slide 106: What SGH Looks for in New Investments
What SGH Looks for in New Investments Governing Principle Risk Adjusted Returns: Every deployment benchmarked against SGH WACC and ROIC hurdles COMPANY / what we look for in the asset For personal use only Sector Tailwinds Geography Privileged Asset Scale Base Macro trends support long- Favourable l
Slide 107: OCF Generation – The Fuel for Compounding
OCF Generation – The Fuel for Compounding Capital Allocation – Strong OCF Highly cash generative Industrial businesses fuel compounding • 10-year SGH OCF CAGR of 15% • HY26 OCF of $1.1bn, up 32%, cash conversion of ~100% For personal use only • Cascading FCF from OpCo to HoldCo on a fortnightly cade
Slide 108: SGH Balance Sheet, Funding & Liquidity
SGH Balance Sheet, Funding & Liquidity 1.85x $1.73bn 4.2 years 5.5% 2030 For personal use only ND/EBITDA at 31 Mar 2026 Available liquidity Average facility maturity Effective borrowing cost Next corporate maturity SGH Leverage History (Adjusted ND/EBITDA) Funding & Risk Discipline 4.0 3.6 Maturity
Slide 109: Compounding Capital Track Record & Investability
Compounding Capital Track Record & Investability Disciplined capital allocation supporting long-run SGH Track Record of Value-Compounding Capital Allocation earnings and returns outperformance • SGH 10-year EBIT CAGR of 18% vs ASX200 For personal use only Industrials (XNJ) growth of 4% • SGH +750% 1
Slide 110: Compounding Capital Key Takeaways
Compounding Capital Key Takeaways Compounding Capital: Key Takeaways Up next: Stefan Camphausen For personal use only 1. The same rigour applied to ops’, applied to capital Boral CFO Three pillars compound: leverage, allocation, returns Stefan will cover: 2. Risk-adjusted returns govern every decisi
Slide 111: Compounding Capital – Boral
For personal use only Compounding Capital Boral Stefan Camphausen, Boral CFO 21st May 2026 110
Slide 112: Operationally Compounding Capital
Operationally Compounding Capital What is Operationally Compounding Capital? • A business that allocates incremental capital at an increasing improvement in operational performance: For personal use only Stay-In-Business Capital x Incremental Capital x Operationally Compounding Capital = + Aggregati
Slide 113: Boral Balance Sheet FY21 – FY25
Boral Balance Sheet FY21 – FY25 Jun-21 Jun-25 Change Operationally, Cash allocated to grow PP&E Assets • +$241.5m PP&E; funded by Cash & equivalents 903.8 595.7 (308.1) For personal use only • ($308.1m) Cash & equivalents Trade & other receivables 472.7 550.9 78.2 Inventories 218.3 281.7 63.4 Assets
Slide 114: Operationally Compounding Capital – Efficiency Analysis
Operationally Compounding Capital – Efficiency Analysis PP&E Jun-21 Jun-22 Jun-23 Jun-24 Jun-25 Cumulative +$241.5m For personal use only PP&E Growth PP&E 1,926.7 2,006.6 2,002.1 2,043.0 2,168.2 +241.5 +13% growth FY21 to FY25 Δ PP&E +79.9 (4.5) +40.9 +125.2 (YOY) +$287.1m EBIT Growth Underlying Jun
Slide 115: Credit Strength from Operationally Compounding Capital
Credit Strength from Operationally Compounding Capital $2.2b 106% ~30 days 19% For personal use only Operating Cash Flow EBITDA/OCF Conversion Return on Capital Employed OCF Conversion Cycle FY22-FY25 FY22-FY25 FY25 RATING KPIs Jun-21 Jun-22 Jun-23 Jun-24 Jun-25 RATING OUTCOME TRAJECTORY Revenue $2.
Slide 116: Deep Dive: AI & Innovation
For personal use only Deep Dive: AI & Innovation Robert Cotterill, SGH COO Alister Cant, WesTrac Ali Nezhad, Boral Stuart Freer, Coates 21st May 2026 115
Slide 117: Innovation and AI Agenda
Innovation and AI Agenda Innovation and AI at SGH compounds the advantages of our strategy across our people, operations and assets to enhance delivery for our customers For personal use only Prioritising AI delivery in four key mission areas Process Agents to accelerate quoting, scheduling and comp
Slide 118: Structural Positioning
Structural Positioning SGH Strategic Goal Transform SGH into an AI-enabled industrial operator where data, analysis, and automation create compounding competitive advantages across all business units. For personal use only SGH is structurally positioned to capture AI’s operating leverage and growth
Slide 119: Governance and Value Realisation
Governance and Value Realisation Three-tier governance Disciplined value realisation lifecycle Business owner & scoped case For personal use only SGH AI Investment Board (AIIB) 1 Named accountable owner; scoped P&L impact; gate Allocates capital, sets standards, validates outcomes approval. Build in
Slide 120: SGH AI Flywheel
SGH AI Flywheel The compounding pathway Delivering today AI and Agents now deployed DEPLOY 1 AI in operations • 50+ use cases identified and For personal use only scoped Live use cases focusing on Process Optimisation, Workforce Productivity, Customer Intelligence and Sales Execution • 20+ in 2026 p
Slide 121: Compounding benefits - AI to reinforce the SGH Moat
Compounding benefits - AI to reinforce the SGH Moat Disciplined people with effective processes: Accountability and leadership to drive change and adoption of AI across SGH For personal use only BU Performance and Operational Execution: AI to unlock both operational efficiencies and revenue growth o
Slide 122: Deep Dive: AI & Innovation – WesTrac
For personal use only Deep Dive: AI & Innovation WesTrac Alister Cant, WesTrac 21st May 2026 121
Slide 123: AI Adoption and Innovation – Digital & AI Foundations
AI Adoption and Innovation – WesTrac Digital & AI Foundations WesTrac data and AI foundations have been built, and they are now being deployed. For personal use only Enterprise Data Platform (EDP) AI Centre of Excellence (CoE) EDP integrated with Cat Helios in near-real time. Governed intake, risk-p
Slide 124: Cat AI Assistant: The Unified AI Interface
AI Adoption and Innovation – WesTrac Cat AI Assistant: The Unified AI Interface WesTrac has access to the Cat AI Assistant, which is Caterpillar's single AI interface across all Cat digital platforms. Giving customers one place to access health and utilisation insights, service history, warranty For
Slide 125: WesTrac AI Use Cases
AI Adoption and Innovation – WesTrac WesTrac AI Use Cases AI Use Cases Pillar Status Opportunity Commercial Outcome For personal use only OPTIC Order Process Automates PO capture and $30M+ orders processed via AI. Lower Processing AI Optimisation LIVE validation, freeing staff from manual cost per o
Slide 126: WesTrac AI Compounding Flywheel
AI Adoption and Innovation – WesTrac WesTrac AI Compounding Flywheel More machines connected >27,000 connected assets. Each new connection enriches the For personal use only dataset. AI learns → advantage Richer data → better AI widens Proprietary WesTrac data in EDP recommendations CM predictive in
Slide 127: Deep Dive: AI & Innovation – Boral
For personal use only Deep Dive: AI & Innovation Boral Ali Nezhad, Boral 21st May 2026 126
Slide 128: Innovation & AI – Boral
Innovation & AI – Boral Innovation and AI present a significant opportunity for Boral Innovation of Product and Process AI opportunities For personal use only • Cement process optimisation • Customer service and compliance solutions • Lower carbon concrete and asphalt products • Technical efficiency
Slide 129: Innovation - Decarbonisation
Innovation - Decarbonisation Ongoing emissions abatement to meet Safeguard Baseline requirements • We have achieved a 17% reduction in absolute Scope 1 and 2 emissions in FY25 compared to FY20 • Reducing our carbon emissions, ensuring energy efficiency in operations, and meeting increased customer d
Slide 130: Innovation - Decarbonisation Projects
Innovation - Decarbonisation Projects Cement Alternative Fuels and Alternative Raw Materials programs are key to meeting our target Alternative fuels Alternative kiln For personal use only to heat the kiln feed to substitute limestone Alternative Fuels Project Alternative Raw Materials Project • Coa
Slide 131: AI opportunity – Boral
AI opportunity – Boral AI opportunities are focused across 3 areas Examples from Boral Opportunities Pipeline For personal use only (i) Reducing cost or improving cash Value Drivers • Operational performance insights ‘AI’ Project Reduce Enable Build Status Time Objective cost & cust- strategic • Opt
Slide 132: AI Projects – Boral
AI Projects – Boral Operational efficiency and customer value unlocked through targeted AI initiatives Concrete Product Design Environmental Reporting For personal use only • Growing product design complexity — balancing • Accelerating environmental reporting through AI carbon reduction and durabili
Slide 133: Deep Dive: AI & Innovation – Coates
For personal use only Deep Dive: AI & Innovation Coates Stuart Freer, Coates 21st May 2026 132
Slide 134: AI Adoption and Innovation – Coates Approach to AI
AI Adoption and Innovation – Coates 01 Coates Approach to AI For personal use only AI through a commercial lens - mechanism, not objective Foundational to digital 01 Value-based deployment 02 Pilot → Prove → Scale 03 revenue AI is deployed where it Pilots run as deliberate proofs of AI sits within a
Slide 135: AI Adoption and Innovation – Coates
AI Adoption and Innovation – Coates CX · Operations 02 AI at Coates Customer Service Centre AI For personal use only AI-assisted call handling and real-time product prompts targeting improved grade of service and a reduction in call abandonment rates 45 use cases identified and scoped. 16 are priori
Slide 136: AI-enabled quoting at scale
AI Adoption and Innovation – Coates 03 Coates Equipment Specialist - Specialist Equipment AI AI-enabled quoting at scale - from enquiry to revenue in minutes For personal use only P H AS E 1 T R I AL O U T C O M E S · D E C 2 0 2 5 – F E B 2 0 2 6 · 6 1 D AY S I N P R O D U C T I O N 3,923 14.6% 5×
Slide 137: Sales Effectiveness & Enablement
AI Adoption and Innovation – Coates 04 Sales Effectiveness & Enablement AI Knowledge Platform · Piloted Jan–Feb 2026 · 47 sales staff · 53 HSEQ staff For personal use only 9% 95% <15min more appointments extended AI use to meeting prep vs. control group beyond original brief 75% of users Sales · CX
Slide 138: Deep Dive: AI & Innovation Closing
For personal use only Deep Dive: AI & Innovation Closing Robert Cotterill, SGH COO 21st May 2026 137
Slide 139: Looking ahead – SGH AI Roadmap
Looking ahead – SGH AI Roadmap IN MARKET TODAY • Deployed AI with measured outcomes and ROI targets • AI governance framework operational, gated approval for investment For personal use only • Technology enabling customer decarbonisation through electrification readiness, energy optimisation and emi
Slide 140: Go-to-Market & Growth Pathways
For personal use only Go-to-Market & Growth Pathways Ryan Stokes, SGH CEO Adrian , WesTrac CEO Matt McKenzie, Boral CEO Murray Vitlich, Coates CEO 21st May 2026 139
Slide 141: Growth Thematics - Infrastructure & Construction
Growth Thematics - Infrastructure & Construction Australian Total Construction Investment Outlook ($m) Positioned towards long-duration demand thematics 350,000 • Infrastructure & Construction (I&C), Mining Production, 300,000 and Energy 250,000 For personal use only 200,000 • Supportive medium-term
Slide 142: Growth Thematics - Mining Production
Growth Thematics - Mining Production Iron Ore Exports Forecast Iron Ore 1,000 950 • Iron ore export volumes to grow 3% FY25-FY27 900 For personal use only 850 Iron Ore (MT) • Pilbara investment case remains strong 800 750 Gold 700 650 600 • Strong exploration activity & investment support outlook 55
Slide 143: Growth Thematics - Energy
Growth Thematics - Energy East Coast Gas Outlook (PJ) Domestic Gas Source: AEMO 2026 Gas Statement of Opportunities New demand growth expected 400 from emerging industries • Peak-day shortfalls forecast from 2029 350 Structural supply gaps emerging from 2030 in 300 For personal use only • 250 southe
Slide 144: Growth Thematics - Crux
Growth Thematics - Crux World-class LNG resource on a low-risk backfill Crux Asset Details: SGH 15.5% ownership #1-4 development pathway, approaching first gas in 2027 For personal use only Resources (gross) First Gas SGH Interest ~1.6tcfe1 H2 20271 15.5% Productive life Ramp up Expected Plateau ~12
Slide 145: Growth Thematics – AI & Data Centre Demand
Growth Thematics – AI & Data Centre Demand AI infrastructure demand is a convergence of construction, mining production and energy SGH has positive exposure across all three, plus a surplus property portfolio at scale CONSTRUCTION ENERGY For personal use only • Integrated concrete, • Beach Energy: c
Slide 146: Growth Thematics - Property
Growth Thematics - Property SGH Key Property Opportunities SGH substantial surplus property portfolio • ~3,700 hectares of surplus property • Highest and best use with pre-disposition to own and capture For personal use only long-term value Ravenhall is the current development focus • 630ha (500ha d
Slide 147: Growth - What to Expect from this Session
Growth - What to Expect from this Session Consistent operating model, common ambition What you will hear from each business For personal use only • Structural demand drivers supporting growth • Go-to-market strategy capturing that demand • Specific commercial and market opportunities being pursued •
Slide 148: Go-to-Market & Growth Pathways – WesTrac
For personal use only Go-to-Market & Growth Pathways WesTrac Adrian , WesTrac CEO 21st May 2026 147
Slide 149: Structural tailwinds underpinning sustained equipment and aftermarket demand
Go-to-Market & Growth Pathways - WesTrac Structural tailwinds underpinning sustained equipment and aftermarket demand Capacity Sustained, Not Mining Production Resilience Ageing Fleet Replaced For personal use only • Strong utilisation across iron • Major miners prioritising • Deferred replacement a
Slide 150: Construction is a growth engine with long-dated demand visibility
Go-to-Market & Growth Pathways - WesTrac Construction is a growth engine with long-dated demand visibility For personal use only Construction Activity National Infrastructure Residential Construction Engineering Strength Momentum Pipeline Recovery • Multi-year infrastructure and • Strong five-ye
Slide 151: Win and Retain Resource Industry Customers
Go-to-Market & Growth Pathways - WesTrac Win and Retain Resource Industry Customers Engagement Model • Long-term relationships and technical credibility build lasting lifecycle partnerships For personal use only Industry-Leading Rebuild Execution • Industry-leading turn times deliver improved equipm
Slide 152: Win and Retain Construction Industry Customers
Go-to-Market & Growth Pathways - WesTrac Win and Retain Construction Industry Customers • Share growth driven by industry leading data capture, analytics, advice and Structured Sales Execution customer engagement For personal use only Digital Lead Generation and Conversion Digital Lead Capture and C
Slide 153: Iron Ore – Sustained Volumes, Extended Mine Life
Go-to-Market & Growth Pathways - WesTrac Iron Ore – Sustained Volumes, Extended Mine Life Iron Ore Production (Mt) Australia • WA remains the world’s leading supplier 1,000 For personal use only • WesTrac customers are typically low on the cost curve 800 600 • Greater market acceptance of lower grad
Slide 154: Gold – Resilient and Expanding
Go-to-Market & Growth Pathways - WesTrac Gold – Resilient and Expanding Gold Production (t) WA • Record prices supporting investment 300 250 For personal use only 200 • Exploration activity outlook supports future production 150 100 • Lower-grade deposits now economically viable 50 - • WesTrac cover
Slide 155: NSW Coal – Production Stable
Go-to-Market & Growth Pathways - WesTrac Raw Black Coal Production and Saleable Exports (Mt) NSW Coal – Production Stable 300 Raw Black Coal Saleable Exports • Global events have reinforced thermal coal’s role in 250 For personal use only global energy security 200 150 • Government policy has improv
Slide 156: Go-to-Market & Growth Pathways – Boral
For personal use only Go-to-Market & Growth Pathways Boral Matt McKenzie, Boral CEO 21st May 2026 155
Slide 157: Demand Drivers
Demand Drivers Strong structural tailwinds - demographics, housing undersupply and infrastructure pipelines - support a positive demand outlook RELATIVE IMPACT → For personal use only Macroeconomic Conditions GDP growth, interest rates & credit availability High Demographic Forces Population, migrat
Slide 158: Market Projections
Market Projections Favourable construction materials demand outlook over the short to medium term For personal use only SGH People Operations Assets Financials 157
Slide 159: Long Run Concrete Demand
Long Run Concrete Demand Australian concrete volumes growing ~2.2% p.a. over the long term For personal use only SGH People Operations Assets Financials 158
Slide 160: Call-to-Cash
Call-to-Cash With foundational systems in place, our customer experience will focus on “empowering customers” For personal use only • Significant improvements in key Customer experience metrics of Delivery on Time (DOT) and Grade of Service (GOS) • Improved reliability and call-to-cash capability co
Slide 161: Call-to-Cash – Product Quality
Call-to-Cash – Product Quality Our product quality is focused on Downstream concrete and asphalt Concrete dumped loads Concrete rectification claims Asphalt rework claims Key improvements opportunities: For personal use only # $000 $000 - 14% - 2% - 45% Improving internal Standard Operating Procedur
Slide 162: Go-to-Market
Go-to-Market Through-cycle performance strengthened by optimised mix, disciplined pricing, and go-to-market execution BORAL revenue by segment For personal use only • Managing our ‘Shape’ and adjusting to optimise revenue 2022 – 2026 (% of total) 2 2 2 3 3 • Infrastructure segment will continue to b
Slide 163: Boral's Growth Pathway
Boral’s Growth Pathway A stronger, more efficient business positioned to grow above market through the cycle • Long-run concrete demand growing at For personal use only 2.2% p.a. since 1977 - a structural Growth Opportunities Growth Outcomes foundation that supports revenue through cycles Strong str
Slide 164: Go-to-Market & Growth Pathways – Coates
For personal use only Go-to-Market & Growth Pathways Coates Murray Vitlich, Coates CEO 21st May 2026 163
Slide 165: Specialist solutions and market opportunities
Go-to-Market & Growth Pathways - Coates Specialist solutions and market opportunities Coates - Market Specialist Share: revenue and energy Rebuilding Mid-Tier The model is differentiated. The pipeline is structural. is growing. For personal use only >$240m Specialist revenue Eng, PHVAC, Traffic, Ind
Slide 166: Markets We Serve: Core and Growth Segments
Go-to-Market & Growth Pathways - Coates Markets We Serve: Core and Growth Segments We operate across a broad addressable market. Our specialist model is differentiated in high-value, long- duration segments. For personal use only Core Markets Growth Segments Engineering Transport / Health / Energy D
Slide 167: Total Value of Hire: How We Win
Go-to-Market & Growth Pathways - Coates Total Value of Hire: How We Win Shifting the conversation Daily rate is ~30% of total hire cost … For personal use only Service outcomes that prove the premium Coates competes on the 70% customers rarely see. The old conversation 33 % 25.5% "What's your day ra
Slide 168: Market Share Opportunities
Go-to-Market & Growth Pathways - Coates Market Share Opportunities Coates We are- rebuilding Market Share: Rebuilding mid-tier Mid-Tier share through a dedicated coverage model to strengthen overall market share. For personal use only How we rebuild mid-tier share Market Share by Tier Dedicated cove
Slide 169: Converting Service into Share of Wallet
Go-to-Market & Growth Pathways - Coates Converting Service into Share of Wallet Grade of Service discipline For personal use only Strong service outcomes underpin value- based selling. 80% of calls answered in under 30 seconds. Abandonment rate at or below 5%. Customer Advocacy NPS 45 Consistently i
Slide 170: The Path Forward
Go-to-Market & Growth Pathways - Coates The Path Forward Market share rebuilding For personal use only 01 Mid-tier coverage model now dedicated and gaining traction. Specialist penetration deepening with top-tier accounts. NPS 45 and growing - customers staying and spending more 02 Utilisation & ret
Slide 171: SGH Investor Day Closing
For personal use only SGH Investor Day Closing Ryan Stokes, CEO 21st May 2026 170
Slide 172: Closing - Years of Compounding Excellence
Closing - 10 Years of Compounding Excellence 30 years 18% 410bp +800% OF STABLE & GROWING 10-YR EBIT CAG R 10-YR ROCE EXPANSION 10-YR CUMULATIVE TSR For personal use only DIVIDENDS Compounding Returns: SGH vs ASX Industrials 10-Year TSR (%) SGH has compounded shareholder value at roughly 7x the rate
Slide 173: Closing - Focus areas and FY26 guidance
Closing - Focus areas and FY26 guidance FY26/7 Operational Priorities Operational Execution For personal use only BSC cadence visible at every level, monthly Sales Execution Win rate, pipeline conversion & value-led pricing Operating Leverage Cost-to-income trajectory tracked across SGH Insert an im
Slide 174: The SGH Flywheel - Every Session Proved a Turn
The SGH Flywheel - Every Session Proved a Turn PROVED IN Relentless Operator For personal use only PROVED IN PROVED IN Compounding Building a Capital & Growth Performance- Deep Dive Focused Workforce PROVED IN PROVED IN Compounding Compounding Privileged Assets & Operational Capital Excellence SGH P
Slide 175: Closing - Investor Day Key Takeaways
Closing - Investor Day Key Takeaways Relentless Operator Compounding Excellence The Next Decade of Compounding For personal use only Performance improvement is a Compounding excellence across Clear criteria, disciplined hurdles, permanent state, not a periodic every business we own optionality prese
Slide 176: SGH Investor Day Q&A Panel
For personal use only SGH Investor Day Q&A Panel All Executives 21st May 2026 175