Bapcor Ltd · ASX:BAP
Bapcor — Macquarie Australian Conference 2025
23 slides from Bapcor's conference presentation, May 8, 2025
Slide 1: Macquarie Australian Conference Presentation
Macquarie Australian Conference Presentation 8 May 2025 Angus McKay Executive Chair & CEO
Slide 2: 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 3: Agenda
Agenda 1 Introduction 2 Market trends and fundamentals 3 Why we will win 4 Setting Bapcor up for growth 5 What success looks like 6 Questions and Answers
Slide 4: Business foundations
Business foundations Our aspiration To drive sustainable growth and be obsessive about the customer Built on a clear purpose with strong values and an unwavering commitment to safety, our expertise Our purpose fuels growth and sets us Be there for what matters most apart in the market. Our values WE
Slide 5: About Bapcor today
About Bapcor today Our customers $2.0B Generalist F24 mechanics Total 36% of revenue 36% of revenue 20% of revenue 8% of revenue revenue Truck & We sell to independent We have a collection We sell to consumers We sell to independent Commercial mechanics, national of truck (CVG), electrical through o
Slide 6: Australian and New Zealand market trends & fundamentals
Australian and New Zealand market trends & fundamentals 6
Slide 7: Key market drivers
Key market drivers Australian vehicle parc (CY2025-28 Forecast) Registered vehicles (millions) Vehicle Cost Expanding Sustained innovation conscious 2% car parcs age of Total & technology consumers 25 21.9 22.3 car parcs 21.0 21.4 20 15 10 Australia: expected Average age BEV represent 0.8% Growing d
Slide 8: Why we will win
Why we will win 8
Slide 9: Why we will win
Why we will win Diverse portfolio of Bapcor Access to Nationwide An efficient, effective and brands and third-party ranges premium brands supply chain rational supply chain capable including delivering to of servicing stores and ‘owned’ stores and customers exclusive brands customers New Retail eCom
Slide 10: Where we play
Where we play Our customers Business units Generalist Burson, Precision, mechanics BNT We sell to independent We have a collection We sell to consumers We sell to independent mechanics, national of truck (CVG), through our retail mechanics, national Truck & chains and service electrical (AEG) and bu
Slide 11: Our operating model must leverage the balance between customer-facing strengths and group-wide expertise
Our operating model must leverage the balance between customer-facing strengths and group-wide expertise Where we play OUR OPERATING MODEL Generalist mechanics Customer Supported facing strengths by expertise Truck & commercial mechanics Customer service Finance/ Risk DIYers, car enthusiasts, Techno
Slide 12: Significant opportunities to grow organically
Significant opportunities to grow organically 1 2 3 4 5 6 Consolidate and Close the gap to Stabilise and Accelerate Streamline legacy Maximise enhance our become the grow our Retail expansion of systems and invest shareholder market leadership undisputed operations our store strategically in value b
Slide 13: Setting Bapcor up for growth
Setting Bapcor up for growth
Slide 14: Key management actions
Key management actions Strategy has been set to execute against six clear strategic imperatives STRATEGIC PRIORITIES FY25 STRATEGIC IMPERATIVES 2H25 AND BEYOND On track to deliver at top end of $20M-$30M saving in FY25 One Optimised Customer Simplify and consolidate Specialist supply network focus N
Slide 15: Strategic imperatives
Strategic imperatives Optimised One network Provide platform for supply Right parts, right chain driving growth place, right cost › Consolidate under-performing stores › Optimise and leverage investment in (total group but particularly in Retail) state-of-the-art automated DC network › Leverage supp
Slide 16: Strategic imperatives cont.
Strategic imperatives cont. Customer Digitalise focus Customer at the centre the Deliver improved business of everything we do operating efficiencies › Implement single CRM › Expand Retail eCommerce offering › Strengthen loyalty programs › Broaden eCommerce to other business units › Grow and develop
Slide 17: Strategic imperatives cont.
Strategic imperatives cont. Store Simplify fitness Drive performance- the Remove complexity and business based culture provide clarity › Enhance in-store capability › Eliminate internal transactions › Elevate customer service › Implement pricing tools › Strengthen sales, category and › Streamline sy
Slide 18: Disciplined capital management
Disciplined capital management • Robust balance sheet and strong cash flow discipline Operating Investing Interest • Continuous focus on cost efficiency and optimisation cash capex • Debt capacity with well-managed maturities • Strategic and disciplined approach to capital allocation via Investment
Slide 19: What success looks like
What success looks like
Slide 20: Indicative scorecard
Indicative scorecard Clear performance metrics to track strategic delivery Financial metrics FY24 FY30 Revenue $2.,037M >5% (5YR CAGR) EBITDA $268.4M >10% (5YR CAGR) ROIC 9.5% >13.5% % inventory to sales 26.4% <25% Non-financial metrics FY24 FY30 Safety - TRIFR 15.41 <10 Customer satisfaction (NPS)
Slide 21: Q&A
Q&A 21
Slide 22: 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 23: 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