Slide 1: FY25 Results Presentation
FY25 Results Presentation 29 August 2025
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 of country throughout Australia. We pay our respect to elders past and present. We recognise the continued connection of all First Nations people with country across Australia, in particular, on all the land where
Slide 4: Agenda
Agenda Content 1 FY25 Group Highlights 2 Strategic Priorities 3 Segment Summaries 4 FY25 Financial Summary 5 Summary 6 Q&A 7 Appendices
Slide 5: About Bapcor
About Bapcor Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions Our customers $1.9B Generalist FY25 mechanics Total revenue 38% of revenue 35% of revenue 19% of revenue 8% of revenue Truck & Commercial >900 We sell to independent We have a collection We s
Slide 6: Executive summary
Executive summary Period of transition and business simplification NPAT – Statutory NPAT – Pro-forma • Statutory NPAT of $28.1M including significant items of $52.3M (post tax) • Pro-forma NPAT of $80.4M down 8.4% vs PCP $28.1M $80.4M • Trade revenue grew 1.3% & EBITDA up 5.4% despite softer than ex
Slide 7: Extensive site reconfiguration in FY25
Extensive site reconfiguration in FY25 Significant work undertaken to optimise the network and reduce the cost base State Based Specialist New Trade Retail Sub Total Distribution Total Wholesale Zealand Centres (“DC”) Warehouse closures 1. - 23 - - 23 - 23 Branches consolidated - 16 - - 16 - 16 Site
Slide 8: Strategic Imperatives
Strategic Imperatives Six clear strategic imperatives to return business to profitable growth One Optimised Customer supply Network focus chain Digitalise Store Simplify the fitness the business business 8
Slide 9: Strategic imperatives: Optimised Network
Strategic imperatives Current progress 4Q25 1Q26 2Q26 3Q26 4Q26 Optimised Network • Consolidate under-performing branches/stores • Leverage supply chain • Unlock multi-brand potential • Expand strategically • Consolidated 16 Specialist Wholesale branches FY25 Actions: • Relocated 13 sites and closed
Slide 10: Strategic imperatives: One supply chain
Strategic imperatives Current progress 4Q25 1Q26 2Q26 3Q26 4Q26 One supply • Optimise / leverage DC network chain • Optimise cost to serve • Right range / location • Faster / accurate fulfillment • Lower cost logistics • Consolidated 23 1. smaller warehouses into state-based distribution centres to
Slide 11: Strategic imperatives: Customer focus
Strategic imperatives Current progress 4Q25 1Q26 2Q26 3Q26 4Q26 Customer • Implement single CRM focus • Strengthen loyalty • Grow own brands • Develop Customer Value Proposition • Maximise Lifetime Customer Value • Included category specific and supplier funded promotions into the Retail promotional
Slide 12: Strategic imperatives: Digitalise the business
Strategic imperatives Current progress 4Q25 1Q26 2Q26 3Q26 4Q26 Digitalise the • Expand retail eCommerce offering business • Enhance Ezyparts • Broaden B2B eCommerce to other business units • Broaden range / align to car parc • Reduce customer friction • Launched new Autobarn and Autopro websites wh
Slide 13: Strategic imperatives: Store fitness
Strategic imperatives Current progress 4Q25 1Q26 2Q26 3Q26 4Q26 Store fitness • Enhance in-store/branch capability • Elevate customer service • Sales /category capability • Standardise store/branch processes • Improve store look and feel • Improved operational management and capability in Autobarn s
Slide 14: Strategic imperatives: Simplify the business
Strategic imperatives Current progress 4Q25 1Q26 2Q26 3Q26 4Q26 Simplify the • Eliminate internal transactions business • Implement pricing tools (Trade and NZ) • Streamline systems and consolidate ERPs • Adopt common operating model • Clarify Bapcor vs. business unit roles • Consolidated the CVG &
Slide 15: FY25 Segment Summaries
FY25 Segment Summaries Angus McKay Executive Chair and CEO 15
Slide 16: FY25 segment overview
FY25 segment overview 1 Continued growth in the resilient Trade segment Revenue 2 EBITDA 2 Revenue by type 8% 9% 5% 9% 38% Trade 19% 14% 10% Specialist Wholesale 45% Retail New Zealand 76% 32% 35% Non discretionary – Trade & Wholesale Revenue 2 FY25 V FY24 EBITDA 2 FY25 V FY24 Non discretionary – Re
Slide 17: Trade
Trade • Market share maintained on an annual basis Australia’s leading distributor of vehicle parts and equipment • Trade revenue increased 1.3%: solutions for the Trade • Parts revenue up +1.4%, driven by growth in sales to national and state service chains $M FY25 FY24 1 • Tools & Equipment revenu
Slide 18: Specialist Wholesale
Specialist Wholesale • Revenue down 3.2% due to significant disruption from Truck, electrical and specialist wholesaler, aggregator and consolidation activities in both Specialist Networks and importer for Bapcor Wholesale. The decline of Wholesale revenue of 5.3% was also impacted by increased comp
Slide 19: Retail
Retail • Revenue declined 3.5%, impacted by: Full-offer retailer and service centre providing quality product • Continued challenging retail environment ranges and fitment experiences • Lower sales in discretionary categories such as roof racks, sound & vision and 4WD touring $M FY25 FY24 • Increase
Slide 20: Autobarn 40th Birthday and Brand Investment
Autobarn 40th Birthday and Brand Investment In October 2025, Autobarn will be celebrating its 40th birthday by restoring a 1985 VK Commodore on the TV Autobarn launched brand refresh “all for the drivers”. show Resto My Ride Its first brand investment in over a decade. 20
Slide 21: New Zealand
New Zealand • Revenue down 3.2% in AUD (down 1.8% in NZD), impacted by: Integrated trade and wholesale group providing leading • Ongoing challenging economic conditions particularly parts and equipment solutions across New Zealand in Upper North Island partially offset by growth in South Island and
Slide 22: FY25 Financial Summary
FY25 Financial Summary Kim Kerr Chief Financial Officer 22
Slide 23: Income Statement
Income Statement FY24 $M1, 2 FY25 % change Restated Key points Revenue 1,943.5 1,972.9 -1.5% • Statutory profit of $28.1M includes $52.3M post-tax ($74.7M pre- Cost of Goods Sold (COGS) (1,039.5) (1,054.5) -1.4% tax) significant items detailed on the next page Gross Margin 904.0 918.4 -1.6% Cost of
Slide 24: FY25 Significant items breakdown
FY25 Significant items breakdown Review of balance sheet following significant changes to the business, all shown post tax and mostly non-cash $M post tax 1H 2H FY25 Commentary Asset write offs - 6.9 6.9 Primarily related to IT systems no longer in use and unused brand names Uncollectable receivable
Slide 25: Cash Flow
Cash Flow FY25 FY24 $M1 Restated Key points EBITDA – Pro Forma 246.7 257.7 Operating Cash Flow 201.7 197.9 • Improvement in operating cash flow from $197.9M in FY24 to Cash conversion % 81.8% 76.9% $201.7M largely relates to optimising international supplier payment terms which led to an improvement
Slide 26: Balance Sheet
Balance Sheet 30 Jun 24 $M 30 June 25 Restated Key points Cash 58.6 71.6 • Due to the significant changes to the business during FY25, an Trade and other receivables 191.6 198.6 extensive Balance Sheet review was conducted after financial year end Inventories 546.3 529.1 resulting in changes to some
Slide 27: Net Debt - including debt facilities and maturity profile
Net Debt - including debt facilities and maturity profile Balance sheet, cash flows and disciplined capital management support business transformation investment $364.8M >$340M ~3.3 years 2.13x NET BANK DEBT UNDRAWN COMMITTED AVERAGE REMAINING NET LEVERAGE RATIO 2 FACILITIES TENOR DEBT MATURITY PROF
Slide 28: Summary
Summary Angus McKay Executive Chair and CEO 28
Slide 29: 5-year indicative scorecard
5-year indicative scorecard Clear performance metrics to track strategic delivery Financial metrics FY25 (base year) FY30 Revenue $1944M >5% (5YR CAGR) EBITDA $246.7M >10% (5YR CAGR) ROIC - proforma 9.5% >13.5% % inventory to sales 1 27.7% <25% Non-financial metrics FY25 (base year) FY30 Safety – TR
Slide 30: Summary
Summary Creating a platform for sustainable growth Summary • Core businesses remain strong, with resilient Trade segment • FY25 was a year of considerable disruption as significant work was undertaken to simplify the business and reset the cost base • Balance sheet provides plenty of headroom to sup
Slide 31: Appendices
Appendices
Slide 32: Our team
Our team Angus McKay Simon Bromell Craig Magill Megan Foster Martin Storey Executive Chair Executive General Executive General Executive General Executive General & CEO Manager, Trade Manager, Networks Manager, Retail Manager, New Zealand Abdul Jaafar George Sakoufakis Kim Kerr Merryl Dooley Morris
Slide 33: Statutory to pro-forma reconciliation
Statutory to pro-forma reconciliation FY25 Consolidated FY24 Consolidated - Restated $M Statutory Significant Items 1 Held for sale Pro-Forma $M Statutory Significant Items 2 Held for sale Pro-Forma Revenue 1,975.8 - (32.3) 1,943.5 Revenue 2,036.9 - (64.0) 1,972.9 EBITDA 186.5 58.0 2.2 246.7 EBITDA
Slide 34: Leverage calculation reconciliation
Leverage calculation reconciliation The following tables reconcile statutory to pro forma net debt, statutory EBITDA to pre-AASB16 EBITDA and the Net Leverage calculation Consolidated Consolidated 30 June 25 30 June 24 30 June 25 30 June 24 $M Restated $M (last 12 months) Restated Cash and cash equi
Slide 35: Asia Pacific's leading provider of vehicle parts, accessories, equipment, service and solutions
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions 35