MACQUARIE AUSTRALIA CONFERENCE

4 MAY 2017

2

Our Brands

3

1 H1 FY2017 Results recap

2

3

4

Hellaby Update

Frequently Asked Questions

Strategic Plan5

Q&A6

Trading Update

Agenda

4

Hellaby Update

Trading Update

H1 FY2017 Results recap

3

1

2

Frequently Asked Questions4

5 Strategic Plan

6 Q&A

5

$ million H1 FY2017 (3)

H1

FY2016Variance

Revenue 435.1 324.4 34.1%

Gross Margin %(1) 45.0% 43.5% 1.5pp

EBITDA – pro-forma 49.2 34.5 42.5%

NPAT – pro-forma(2) 27.8 19.3 44.0%

NPAT – statutory 25.3 19.3 30.7%

EPS(3) (cps) – pro-forma 10.64 7.98 33.4%

EPS(3) (cps) – statutory 9.66 7.97 21.2%

Interim dividend (cps) 5.5 5.0 10.0%

Very pleasing result with proforma EPS growth of 33.4%

H1 FY2017 result reflects full 6 months of ANA acquisition versus 5 months in H1 FY2016, plus the benefit of optimisation

projects

All business segments delivered strong results

Acquisitions in FY2016 and H1 FY2017 are progressing smoothly and at least to business plan

Pro-forma EBITDA and NPAT excludes the after tax effect of Hellaby transaction costs and the benefit to finance costs

due to capital raised. Pro-forma EPS is based on proforma NPAT but includes shares issued as part of the capital raising

for the Hellaby acquisition.

H1 FY2017 Result Highlights

Notes:

1. Gross margin presented in line with statutory presentation. H1 FY2016 includes a reclassification of freight recoveries and expense.

2. EPS is based on the TERP adjusted weighted number of shares on issue during the year as per accounting standard AASB -133.

3. H1 FY2017 proforma NPAT excludes acquisition costs of $3.5M and includes interest / tax adjustments of ($1.0M) all related to the Hellaby acquisition

6

Summary of Key Performance Indicators

* Based on proforma results where appropriate

306.3 341.6 375.3

685.6

324.4

435.1

FY2013 FY2014 FY2015 FY2016 1H FY2016 1H FY2017

Revenue

9.9%

10.5%

11.1%11.2%

11.3%

FY2013 FY2014 FY2015 FY2016 1H FY2017

EBITDA margin *

16.0 19.3

23.1

43.6

19.3

27.8

FY2013 FY2014 FY2015 FY2016 1H FY2016 1H FY2017

NPAT *

19.1%

31.0%33.4%

FY2015 FY2016 1H FY2017

EPS growth *

4.0 5.0 5.5

4.7

6.0

FY2015 FY2016 FY2017

Dividends per share

Final

Interim

30.2 36.0

41.5

77.0

34.5

49.2

FY2013 FY2014 FY2015 FY2016 1H FY2016 1H FY2017

EBITDA *

7

3 Trading Update

1 H1 FY2017 Result recap

2 Hellaby Update

Frequently Asked Questions4

5 Strategic Plan

6 Q&A

8

Bapcor completed a $420M acquisition of Hellaby Holdings (HHL) based in New Zealand in

January 2017.

HHL has 3 segments – Auto, Resource Services, Footwear. Key segment for BAP is the Auto

segment.

The HHL business is complementary to BAP’s existing business focus, with a strong trade

business in NZ and electrical wholesale in Australia.

Adds geographic footprint, significant scale, competitive advantages and growth

opportunities.

EPS accretive

The acquisition was funded through an Entitlement Offer, increase in debt and issue of BAP

shares.

Hellaby Acquisition recap

9

Automotive

Resource Services

Footwear

Hellaby brands

10

Indicative Hellaby EPS Accretion

A$ millionHellaby Estimated Annualised Proforma FY2017*

Bapcor

H1FY2017

Indicative

FY17 Bapcor Hellaby Auto Hellaby HO

Subtotal

Automotive

Hellaby RS

and F'Ware Total

Revenue 435.1 880.0 290.0 1,170.0 395.0 1,565.0

EBITDA 49.2 101.0 30.0 (3.0) 128.0 27.0 155.0

NPAT** 27.8 57.0 72.0 78.0

# shares pre capital raising 246.3

# shares post capital raising 277.6

EPS 23.1 25.9

EPS % Increase 29.6% 12.1%

ROI on Hellaby Investment exceeds Bapcor WACC

* Hellaby at 100% ownership had it been held for 12 months.

** Bapcor FY17 Annualised NPAT excluding Hellaby represents low end of guidance range of $57M to $59M

11

Hellaby Corporate office wind down commenced

Combined workshops held including all of the Bapcor automotive businesses with

objective of

Increasing the knowledge throughout Bapcor business units of what each of the

business units has to offer

Identifying optimisation/synergy opportunities including intercompany sourcing

and product substitution, supplier negotiations, business systems and

processes, indirect costs, people learning and development, organisational

structure

Determine priorities and “go forward” process

Promoting teamwork across business units

The outcome of the workshops exceeded our expectations

Targeting investor day in June/July to provide update on optimisation benefits

Hellaby Integration Status

12

Divestiture process underway for the non-core assets of Hellaby

Following up on business units that have expressed interest

Resource Services being advised by FNZC.

Footwear being advised by Miles Partners.

Comfortable with the initial acquisition divestment range assumption of

NZ$110M to NZ$120M

Non-core assets will be disclosed as assets held for sale in June 17 accounts unless

completed

Hellaby Non-Core Assets Divestments Status

0

200

400

600

800

1,000

1,200

1,400

Trade Retail SW Total

Sales (annualised)

Burson Hellaby

0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

160.0

Trade Retail SW Total

EBIT (annualised)

Burson Hellaby

47%

20%

33%

Trade Retail SW

48%

26%

26%

Trade Retail SW

13

Bapcor Auto Mix (Post Hellaby Acquisition - Post Divestments)

14

Hellaby Update

Frequently Asked Questions4

2

H1 FY2017 Result recap1

Trading Update3

Strategic Plan5

6 Q&A

15

The Trade segment continues to perform solidly and in line with expectations.

Currently at 157 stores and target approximately 160 by 30 June

Retail business continues to experience heavy discounting by competitors.

Bapcor continues to focus on profit maximisation, not chasing top line

growth

The retail company store strategy will provide additional control over

ranging, sourcing, pricing and the rate of store roll out.

Performing well ahead of last year

Specialist wholesale trading in line with expectations with recent acquisitions of

Bearing Wholesalers, Roadsafe, Baxters and MTQ all operating at least to

business case

Hellaby Auto business performing well

Trading Update Q3FY17

16

Guidance remains unchanged

The Bapcor Business FY17 full year NPAT excluding the acquisition of Hellaby and

related transaction costs is expected to be in the range of $57M to $59M. (previous

guidance $54.5M to $56.7M).

The inclusion of the three Hellaby businesses of Auto, Footwear and Resource

Services is estimated to increase NPAT in H2 FY2017 by a further $8M to $12M

before transaction costs and significant items

FY2017 EPS including Hellaby is estimated to increase by at least 35%

FY17 NPAT Guidance

17

Hellaby Update2

H1 FY2017 Result recap1

Strategic Plan5

Trading Update 3

Frequently Asked Questions4

Q&A6

18

Amazon

Likely to focus on electronics, toys, clothing in initial stages

If and when auto parts introduced, likely to be on products that do not require

professional fitment or advice

Burson’s trade business relatively protected due to high service level

Substantial portion of Autobarn’s customer base categorised DIFM – plays into

Autobarn’s high customer service model

Electric Cars

Bapcor will evolve and adapt to the car parc as it has historically

Bapcor well placed to supply electronic components and batteries

Will be many years to reach a significant portion of the car parc

Frequently Asked Questions

19

• With the above assumptions input into the model:• 100% of new cars sold will be electric by year 20• Electric vehicles reach 50% of Car Park in 24 years – i.e. 2041• Drop off rate is 4.0% p.a.

The exercise gives rise to a bunch of other questions, including:• Would there be a tipping point, where standard vehicles are scrapped prematurely in favour of electric?• Which segment(s) of the car park, passenger cars, motorbikes or commercial trucks etc, are likely to be first/most effected?• Life/drop off rate of electric vehicles? - currently an unknown• Other factors; such as cars per capita, urbanisation and car ownership culture shifts, effect on growth rates…

Assumptions:Starting Car Park (Year 0): 18.4m carsAnnual growth of total car park: 2%New Cars Sold Year 1: 1.1m carsAnnual growth of new cars sold: 2%Share of new cars sold as Electric:Y1 – 5%Y2 – 10%Y3 – 15% Y4 – 20%Y5 – 25%Y6 – +10% year on year…

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

-

10

20

30

40

50

60

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

No

. of

Car

s (M

illio

ns)

Years

Australian Car Park

Electric Car Park Standard Car Park % Electric Cars of Total Car Park

Electric vehicles reach 50% of Car Park – i.e.

2041

Australian Car Park Forecast Model –Impact of Electric Vehicles

20

Hellaby Update2

H1 FY2017 Result recap1

Trading Update 3

Frequently Asked Questions

Q&A6

4

Strategic Plan5

21

SPECIALIST

WHOLESALE

INDEPENDENTS

RETAIL

TRADE

#1 or #2 Industry Category specialists in parts programs

Trade focussed “parts professionals” supplying workshops

Premium Retailer of Automotive Accessories

Supplying the independent parts stores

Experts at scheduled car servicing at affordable prices

AUS Target

A$500M

Turnover

AUS Target

200

Stores

Target 25%

Own brands

AUS Target

120

OL Stores .

Target 35%

Own brands

AUS Target

200

AB Stores .

Target Over

200

Stores

Strategic Review

4WD & Vehicle Accessories

NZ Target

TBD

Turnover

NZ Target

TBD

Stores

NZ Target

TBD

OL Stores .

NZ Target

TBD

Retail

NZ Target

TBD

157

AUS Target

TBD

NZ Target

TBD

54

120

84 1

$A 315

$NZ 58

139 26

Strategic Review

RSG

FOOTWEAR

Specialist international services

NZ Largest footwear retail group

SERVICE

Group Business 5 Year Strategic Targets and Current Status

22

Hellaby Update2

H1 FY2017 Result recap1

Trading Update 3

Frequently Asked Questions

Q&A6

4

Strategic Plan5

23

Thank You