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14 AUGUST 2025 Presentation FY25 InvestorFor personal use only
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Page 2 Agenda Business and Strategy Update MARK COULTER CEO01 02 FY25 Financial Results CAMERON BARNSLEY CFO 03 Trading Update and Outlook MARK COULTER CEO 04 Q&A For personal use only
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Business and Strategy Update MARK COULTER CEO 01 Page 3 For personal use only
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Page 4 1Revenue growth based on checkout revenue, which is pre-accounting adjustments (deferred revenue and refund provision) 2 Source: ABS Retail Trade, Australia (June 2025) 3 EBITDA is a non-IFRS measure and is calculated by adding depreciation and amortisation, finance costs and interest income to profit before tax. FY24 comparative EBITDA excludes one-off costs of $4.7m 4 Refer to page 17 of the presentation for free cash flow calculation 5 Cash in transit of $11.2m as of 30 June 2025 (30 June 2024: $9.2m) was reclassified from Cash & Cash Equivalents to Other Current Assets. This change in presentation was made in both reporting periods Record revenue result, on track to meet our $1b target FY25 revenue $601m +21% on FY24 FY25 EBITDA3 $18.8m +43% on FY24 Cash balance as at 30 June 20255 $144m +$37m on FY24 Strong revenue growth leading to significant market share gains • Record revenue result of $601m for FY25, up 21% vs FY24 (pcp) • Strong EOFY promotional period, with revenue from 1 June to 30 June 2025 up 28% year-on-year,1 resulting in an increased deferred revenue balance which will be recognised in FY26 • Our share of the furniture & homewares market in Australia grew to a record 2.7%, up 17% vs pcp2 • Positive start to FY26, with revenue from 1 July to 11 August up 28% year-on-year1 Margins above top end of guidance, strong cash flow generation and cash position • FY25 EBITDA of $18.8m,3 up 43% vs pcp, representing a margin of 3.1% (+50 bps vs pcp) • Fixed costs as a % of revenue of 10.6% for FY25, down from 11.3% for FY24, demonstrating continued operating leverage • Free cash flow of $38m for FY25,4 with a closing cash balance of $144m5 and no debt Executing well towards our strategic goals and mid-term target of $1b+ in annual revenue • Continue to track to plan across all of our long-term strategic goals; on-track to reach our mid-term goal of $1b+ in annual revenue • EBITDA margin guidance for FY26 of 3 – 5%, targeting the mid- point of the range3 For personal use only
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Page 5Page 5 REVENUE PER ACTIVE CUSTOMER4 RECORD ACTIVE CUSTOMERS,1 +16% VS PCP Key performance indicators show continued improvements AI TOOLS CONTINUE TO DRIVE CONVERSION RATE5 GAINS, +5% VS PCP RECORD LEVEL OF CUSTOMER SATISFACTION Net Promoter Score (NPS) = Score from -100% to 100% 1 Active customers are the number of all unique customers who have transacted in the last twelve months (LTM) 2 Customer orders exclude gift card and test orders 3 Marketing ROI = Margin $ / CAC; Margin = Revenue per active customer as at 30 June 2025 x delivered margin % for FY25; CAC = Total marketing spend for FY25 x 75% (being the estimated percentage of marketing spent on new customer acquisition, i.e., excludes estimated spend on repeat customers) divided by the number of first- time customers during the period 4 Revenue per active customer = LTM net revenue (excluding deferred revenue accounting adjustments) divided by active customers . 5 Average conversion rate is the total number of purchases divided by the total number of monthly users. Sourced from Google Analytics FY25 MARKETING ROI3 REFLECTS INCREASES TO DIGITAL BUDGET AND BRAND INVESTMENT CONTINUED GROWTH IN ORDERS FROM BOTH NEW & REPEAT CUSTOMERS, TOTAL ORDERS +16% VS PCP 2 778k 941k 832k 1,094k 1,274k FY21 FY22 FY23 FY24 FY25 565k 620k 491k 654k 729k 463k 745k 642k 874k 1,051k1,028k 1,365k 1,132k 1,528k 1,779k FY21 FY22 FY23 FY24 FY25 Repeat Customer Orders First Time Customer Orders $426 $451 $477 $461 $456 FY21 FY22 FY23 FY24 FY25 3.0% 3.2% 2.8% 2.8% 3.0% FY21 FY22 FY23 FY24 FY25 62% 57% 62% 61% 63% FY21 FY22 FY23 FY24 FY25 2.3x 2.0x 2.0x 1.7x 1.4x Jun-21 Jun-22 Jun-23 Jun-24 Jun-25 Customer Acquisition Cost (CAC) $58 $69 $72 $88 $101 Customers still profitable on their first order (on average) For personal use only
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Page 6Page 6 ↑13% Our ~$37b TAM remains underpenetrated, with favourable market dynamics 1 Source: ABS Retail Trade, Australia (June 2025); internal analysis 2 Source: Euromonitor, Home and Garden, May 2025, Australia, US and UK (online penetration statistic refers to the homewares and home furnishing categories for the 2024 calendar year) 3 Source: Temple & Webster internal analysis based on Euromonitor, Home and Garden, Australia; competitor disclosures; IBISWorld + Trade and commercial + International expansion + New ventures Australian furniture and homewares market Online penetration 20%2 US market = 35%2 UK market = 29%2 $19bn1 Australian home improvement market Online penetration 5 – 10%3 $18bn1 Further upside from The $19b1 furniture and homewares market remains our core focus, however home improvement now adds ~$18b 1 to our addressable market; this excludes upside from trade and commercial, international and new ventures over time These markets are characterised by favourable dynamics Low online penetration rates compared to other categories Dominated by offline players with high fixed costs and price points High margin categories with low levels of competition from offshore players Largely unbranded categories limiting comparison shopping Mature markets with low volatility even during recessions and the GFC For personal use only
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Page 7Page 7 Price Our online / asset light business model allows us to run a lower delivered margin, thereby allowing us to pass on material savings to our customers Our disruptive customer proposition continues to drive market share gains 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% FY20 FY21 FY22 FY23 FY24 FY25 T&W Market Share % T&W SHARE OF THE AUSTRALIAN FURNITURE AND HOMEWARES MARKET1 1 Source: ABS Retail Trade, Australia (June 2025) to calculate total market; market share calculated based on net revenue from the LTM period ending in December and June each year; note market share presented in our H1 FY25 results presentation for the LTM to 31 December 2024 was based on checkout revenue Range Our drop-ship model, complemented by private label sourcing capabilities, enables us to have the best range, and allows us to personalise customer experiences based on individual style preferences Convenience 94% of our products are in stock and ready to ship, enabling fast dispatch to customers, and eliminating long lead times that are synonymous with the furniture and homewares industry Note: #1 and #2 players in the market currently hold ~10% market share each Our mid-term revenue target implies ~4.2% market share 2.7% FY25 market share For personal use only
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Page 8Page 8 01 Become the top-of-mind brand in the category 02 Majority of revenue from exclusive products 03 Leading capabilities around data, AI & technology 04 Lower fixed cost % to obtain a price and margin advantage 05 Build scale through adjacent growth plays To make the world more beautiful, one room at a time OUR MID- TERM1 STRATEGIC GOALS OUR VISION To be the largest furniture & homewares retailer, and the first place Australians turn to when shopping for their homes OUR GOAL We remain focused on our vision and strategic goals We want to be famous for having the best range in our category, the most inspirational content and services and a great delivery and customer service experience CUSTOMER PROMISE 1 Mid-term implies 3 – 5 years from FY23 For personal use only
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Page 9Page 9 • Growing brand awareness is a critical next step in becoming the #1 brand in our category • It will lead to higher conversion and re-engagement which drives more efficient digital marketing spend • Across FY24 and FY25, we spent ~$22m on brand marketing, to continue testing its impact, diversifying channel mix and optimising overall marketing investment • Going forward, brand building activity will be a core part of our total marketing spend, with allocations guided by marketing mix modelling (MMM) and ROI analysis 1. Lucid (Hub Consulting) Temple & Webster Brand Tracker - June 2024 2 Excludes one-off costs in FY24. Refer to page 12 for further details 3 Revenue is based on net revenue (excluding deferred revenue accounting adjustments) 01 Become the top-of-mind brand in the category to build brand equity and drive market share gains We are tracking to plan across all of our strategic goals FOCUS ON: T&W BRAND INVESTMENT RESULTS UNPROMPTED BRAND AWARENESS VS. PEERS (%) 1 39% 38% 24% 21% 15% 9% 8% #1 #2 #3 #4 #5 T&W #7 1 Zenith insights, Temple & Webster Brand Tracker (June 2025); excludes multi-category department stores / discount retailers 2 Google Brand Dashboard (June 2025) ✓ Results show positive momentum, with our unprompted brand awareness position moving from #7 to #6 in the Australian market, and remaining the #1 online only brand1 ✓ Share of branded searches increased from 4.3% to 4.9% over the LTM2 ✓ Screens-first media strategy has delivered reach efficiently across TV, BVOD, online video and social, supported by out-of-home, digital audio and display ✓ We have transitioned from short, experimental bursts of brand marketing to an always-on approach following detailed MMM analysis Significant opportunity to become a “household” brand in the category For personal use only
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Page 10Page 10 We are tracking to plan across all of our strategic goals (cont.) 02 Majority of revenue from exclusive products to solidify our position of having the best range FOCUS ON: DRIVING GROWTH IN EXCLUSIVE PRODUCTS • Revenue from exclusive products accounted for 45% of FY25 revenue (up from 43% in FY24);1 growth predominantly driven by exclusive drop-ship products • 79% of our top 500 selling products in FY25 were exclusive to Temple & Webster (up from 70% in FY24) • Increase in private label and exclusive options in FY25 vs pcp, with reduced inventory days reflecting greater penetration of exclusive drop-ship products • Over 900 new products from T&W’s in- house merchandising and design team added to site during FY25 • Drop-ship exclusive remains the fastest growing segment across all categories +60% growth in revenue share from exclusive drop-ship products (FY25 vs. pcp)1 ✓ Focus on private label / exclusives in key categories (e.g. bedroom, sofas, outdoor) which all had over 50% exclusive penetration in FY25 ✓ Opening of dedicated sourcing office in Shanghai, enabling greater visibility over manufacturing, quality and compliance, and speed-to-market ✓ Opening of new 3PL warehouse in WA in July 2025 to reduce shipping costs and lead times for customers, aiming to improve our WA market share 1 Revenue based on checkout revenue which is pre-accounting adjustments (deferred revenue and refund provision) FY25 exclusive product revenue penetration1 45% T&W proprietary designed products added in FY25 925 For personal use only
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Page 11Page 11 04 Lower fixed cost % to obtain a price and margin advantage to improve pricing and unit economics • In FY25, 80% of customer pre / post sales support interactions were partially or fully handled by AI and technology, resulting in an over 60% reduction in customer care costs as a % of revenue since FY23 • Experimented with personalised website experiences and targeted marketing, powered by graph data science, using customer preferences to deliver more relevant search results; early results show conversion uplifts • Held our first AI-focused Hackathon in July 2025, bringing together over 120 employees to design, build and test new concepts in order to drive further innovation • Our app continues to be the fastest growing platform with the highest conversion in terms of traffic 03 Leading capabilities around data, AI & technology to drive conversion and cost-base efficiencies We are tracking to plan across all of our strategic goals (cont.) • Continuing to benefit from operating leverage as the business scales; fixed costs as a % of revenue declined to 10.6% in FY25 • Key drivers of fixed cost leverage include moderation of headcount growth, improved productivity through use of AI and technology tools 12.0% 11.3% 10.6% FY23 FY24 FY25 FIXED COSTS AS A % OF REVENUE (%) 1 1 Includes Wages, Other and Share-based Payments expenses For personal use only
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Page 12Page 12 05 Build scale through adjacent growth plays to continue expanding our customer proposition We are tracking to plan across all of our strategic goals (cont.) • Home improvement achieved $42m in revenue in FY25,1 representing +42.5% growth vs pcp • Trade & Commercial achieved $48m revenue in FY25,1 representing 9% growth vs pcp, reflecting continued macro headwinds and subdued business investment activity • Despite this, forward order activity in Trade & Commercial improved during H2 FY25, driven by large customer orders across the hospitality, living and built-to-rent sectors, which will be recognised as revenue during FY26 1Revenue is based on checkout revenue which is pre-accounting adjustments (deferred revenue and refund provision) 2Source: ABS Retail Trade, Australia (June 2025); internal analysis FOCUS ON: HOME IMPROVEMENT GROWTH AND EXPANSION ✓ Home improvement continues to perform well, unlocking an $18b2 market with no online-only dominant player and low online penetration ✓ FY25 home improvement revenue growth driven by both new and repeat customers, as customer awareness of our offering grows ✓ Private label penetration has increased since 2023, with continued success in T&W’s own collection of bathroom and HVAC products (vanities, tapware, basins, toilets, ceiling fans) ✓ Released ~200 new private label products during FY25, with a total private label collection of over 330 products across the category HOME IMPROVEMENT REVENUE ($M) 20.1 29.5 42.0 FY23 FY24 FY25 HOME IMPROVEMENT PRIVATE LABEL PENETRATION (%) 7.7% 12.6% 18.5% FY23 FY24 FY25 For personal use only
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Page 13Page 13 FY25 Financial Results CAMERON BARNSLEY CFO 02 Page 13 For personal use only
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Page 14Page 14 Financial highlights 1 EBITDA is a non-IFRS measure and is calculated by adding depreciation and amortisation, finance costs and interest income to profit before tax; FY24 comparative EBITDA margin excludes one-off costs of $4.7m 2 Refer to page 17 of the presentation for free cash flow calculation 3 Cash in transit of $11.2m as of 30 June 2025 (30 June 2024: $9.2m) was reclassified from Cash & Cash Equivalents to Other Current Assets. This change in presentation was made in both reporting periods FY25 revenue $601m +21% on FY24 Cash balance as at 30 June 20253 $144m +$37m on FY24 FY25 delivered margin $191m +21% on FY24 FY25 EBITDA margin1 3.1% +50bps on FY24 FY25 free cash flow generation2 $38m +90% on FY24 FY25 fixed costs as % of revenue 10.6% vs 11.3% for FY24 Page 14 For personal use only
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Page 15Page 15 Improved profitability despite elevated marketing investment • Revenue for FY25 +21% vs pcp, driven by growth in repeat and new active customers • Strong sales growth through the second half of June 2025; revenue will be recognised in July • Delivered margin for FY25 +21% vs pcp, increasing as a % of revenue by 10 bps, driven by a shift towards higher margin categories and reduced warehousing costs as a result of a new long-term warehouse contract (AASB 16 accounted), offset by increased promotional intensity • Marketing cost increased by +26% vs pcp, reflecting our strategy to invest more in marketing activities during the last two years • Customer service and merchant fees down as a % of revenue, from 2.1% in FY24 to 1.7% in FY25, driven by continued efficiency gains as a result of proprietary AI tools • Maintained cost discipline across both wages and other corporate costs in H2 FY25, resulting in a reduction in fixed costs as a % of revenue from 11.3% in FY24 to 10.6% in FY25 • Depreciation and amortisation increased by $2.5m in FY25, primarily driven by the recognition of a new long-term warehouse lease under AASB 16 • FY25 EBITDA margin of 3.1%, +50 bps vs pcp; unrealised currency losses had a negative $1.4m impact on EBITDA for FY25, predominantly impacting cost of sales A$m FY24 FY25 $ Change % Change Revenue 497.8 600.7 102.9 20.7% (-) Cost of Sales (331.8) (402.6) (70.8) 21.3% (-) Warehousing (8.6) (7.6) 1.0 (12.2%) Delivered Margin 157.4 190.5 33.1 21.0% Delivered Margin (%) 31.6% 31.7% 10 bps (-) Marketing (77.9) (98.0) (20.2) 25.9% (-) Customer Service & Merchant Fees (10.2) (10.1) 0.2 (1.7%) Contribution Margin 69.3 82.4 13.1 18.9% Contribution Margin (%) 13.9% 13.7% (21 bps) (-) Wages (36.8) (41.4) (4.7) 12.6% (-) Other (15.5) (17.3) (1.8) 11.3% Adjusted EBITDA 17.0 23.7 6.7 39.5% Adjusted EBITDA Margin (%) 3.4% 3.9% 54 bps (-) Share-based Payments (3.9) (4.9) (1.0) 26.7% EBITDA (Pre-One-off Costs) 13.1 18.8 5.7 43.2% EBITDA (Pre-One-off Costs) Margin (%) 2.6% 3.1% 50 bps (-) One-off Costs (4.7) - 4.7 (100.0%) EBITDA 8.4 18.8 10.4 123.0% EBITDA Margin (%) 1.7% 3.1% 144 bps (-) Depreciation & Amortisation (5.8) (8.4) (2.5) 43.4% EBIT 2.6 10.4 7.8 301.4% Net Profit Before Tax 6.4 14.8 8.5 133.4% Net Profit After Tax 1.8 11.3 9.5 532.8% For personal use only
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Page 16Page 16 Balance sheet remains robust; business funded to drive growth • Ending cash position of $144m,1 increased by +35% from FY24 • As presented with H1 FY25 results, cash balance now excludes cash in transit (FY24 $9.2m; FY25 $11.2m), which relates to revenue generated via alternative payment channels and can take 1 – 3 days to be processed in our bank accounts (reclassification to Other Current Assets) • Inventories increased by just +10% from FY24, despite materially higher revenue growth, reflecting improved inventory turnover and greater penetration of exclusive drop-ship products • Trade payables increased by $19m for FY25, driven predominantly by strong EOFY trading, as well as timing of supplier payments • Increase in deferred revenue to $28m, +31% from FY24, reflecting strong sales momentum towards the end of June 2025, and providing a positive start for revenue for FY26 • Deferred tax asset increased by $28.1m from FY24 primarily due to changes in the valuation (for tax purposes) of outstanding share-based payments 1 Cash in transit of $11.2m as of 30 June 2025 (30 June 2024: $9.2m) was reclassified from Cash & Cash Equivalents to Other Current Assets. This change in presentation was made in both reporting periods A$m 30-Jun-24 30-Jun-25 $ Change % Change Cash & Cash Equivalents1 107.2 144.3 37.2 34.7% Inventories 26.5 29.0 2.6 9.7% Other Current Assets1 14.8 16.9 2.1 14.1% Current Assets 148.4 190.3 41.9 28.2% Intangibles, (inc. goodwill) 8.2 8.7 0.5 6.4% Right-Of-Use Assets 21.1 22.1 1.1 5.0% Property, Plant & Equipment 6.0 5.5 (0.5) (8.6%) Deferred Tax Assets 22.8 50.9 28.1 123.4% Total Assets 206.5 277.5 71.0 34.4% Trade Payables 45.2 64.7 19.4 43.0% Deferred Revenue 21.2 27.8 6.6 31.3% Employee Provisions 5.6 6.6 0.9 16.5% Other Provisions 4.8 4.3 (0.5) (11.1%) Lease Liabilities 22.3 23.7 1.4 6.3% Income Tax Payable 0.8 2.4 1.6 194.4% Total Liabilities 100.0 129.4 29.4 29.4% Net Assets 106.5 148.1 41.6 39.0% Contributed Capital 101.9 105.4 3.4 3.4% Reserves 18.7 45.5 26.8 143.7% Retained Earnings (14.1) (2.8) 11.3 (80.2%) Total Equity 106.5 148.1 41.5 39.0% Business remains debt-free and is funded to execute on organic and inorganic growth opportunities For personal use only
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Page 17Page 17 Continued growth in free cash flow generation provides us with capital management flexibility A$m FY24 FY25 $ Change % Change EBITDA 8.4 18.8 10.4 123.0% (+) Change in Net Working Capital 5.0 21.7 16.7 n.a. (+) Share-based Payments 3.9 4.9 1.0 26.7% (+) Net Interest Income 5.0 5.7 0.7 14.3% (-) Income Tax Paid (2.3) (3.9) (1.6) 71.6% (+/-) Other Items 4.2 (1.3) (5.5) (129.8%) Cash from Operating Activities 24.2 45.9 21.7 89.6% (-) Payments for Plant & Equipment (0.1) (0.4) (0.3) n.a. (-) Payments for Intangible Assets (0.5) (0.8) (0.3) 65.4% (-) Payments for Lease Liabilities (3.7) (6.8) (3.1) 83.3% Free Cash Flow1 19.9 37.9 17.9 89.9% • Generated $38m in free cash flow for FY25, up +90% vs pcp, which continues to provide us with flexibility in capital allocation • Cash flow supported by a positive change in net working capital, due to our asset -light business model; expect some increase in inventory in FY26 due to strategic investments in the home improvement category and our WA warehouse • Capital expenditures remain low as a percentage of revenue; expect an increase in capitalised development costs going forward as a result of increased activity within our in-house AI team Our capital management priorities remain unchanged 01 Appropriate liquidity buffers to maintain strong balance sheet and manage risk Ensure the business has sufficient liquidity to operate in different operating environments 02 Invest in organic growth to drive market share gains and build to $1b+ of annual revenue Invest in private label and exclusive product; invest in brand recognition and customer experience; new product categories 03 Invest to maintain our competitive advantage Continued investment in technology and innovation 04 Identify and pursue strategically relevant and accretive growth opportunities Pursue M&A opportunities that are strategically aligned and value accretive for shareholders Our best use of capital is to continue to invest in Temple & Webster’s growth whilst increasing our flexibility with a robust balance sheet 05 Return surplus capital to shareholders over the long term as the business scales Continue on-market buy-back; consider other capital management options over the longer term 1 Cash in transit of $11.2m as of 30 June 2025 (30 June 2024: $9.2m) was reclassified from Cash & Cash Equivalents to Other Current Assets. This reclassification resulted in a restated FY24 Free Cash Flow of $19.9m, down from the previously disclosed $25.0m For personal use only
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Page 18Page 18 Focused on profitable growth, incremental margin expansion FY24 FY25 FY26 Long Term Revenue 100% 100% 100% 100% Delivered Margin 31.6% 31.7% 30 – 32% >33% Marketing Costs (15.6%) (16.3%) (15 – 16%) (<11%) Customer Service & Merchant Fees (2.1%) (1.7%) (1 – 2%) (<2%) Contribution Margin 13.9% 13.7% 14 – 16% >20% Fixed Costs1 (11.3%) (10.6%) (9 – 11%) (<6%) EBITDA Margin2 2.6% 3.1% 3 – 5% +15% • FY24 and FY25 represented periods of investment for the business, with elevated marketing spend to drive growth and increase brand awareness • We will continue to invest in brand marketing, however this will become a recurring marketing channel going forward, and is now captured within our business-as-usual marketing costs line • In FY26, we expect delivered margin percentage to remain within our 30 – 32% target range, marketing cost of sale to improve as efficiencies are realised from higher brand investment, and some further fixed cost leverage with increasing scale • EBITDA margin guidance for FY26 of 3 – 5%, targeting the mid-point of the range • We continue to expect EBITDA margins to progressively build towards our long-term +15% target • Flexibility to be retained over time to vary our delivered margin and marketing levers to best respond to market and macro conditions 1 Includes Wages, Other and Share-based Payments expenses 2 FY24 EBITDA margin excludes one-off costs of $4.7m For personal use only
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Page 19Page 19 Trading Update and Outlook MARK COULTER CEO 03 Page 19 For personal use only
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Page 20Page 20 Core business: B2C Furniture & Homewares Revenue ↑13% 1 Mid-term implies 3-5 years from FY23 2 Source: ABS Retail Trade, Australia (June 2025); internal analysis 3 Source: ABS Retail Trade, Australia (June 2025) to calculate total market; market share calculated based on net revenue from the LTM to 30 June 2025; note market share presented in our H1 FY25 results presentation for the LTM to 31 December 2024 was based on checkout revenue 4 Source: Euromonitor, Home and Garden, May 2025, Australia, US and UK (online penetration statistic refers to the homewares and home furnishing categories for the 2024 calendar year) T&W Group Revenue Mid-Term1 Commentary/Assumptions $1b+ Our growth rate will be commensurate with our speed of execution We are on track to our mid-term goal of $1b+ in annual sales >$200m Growth plays (e.g. B2B / Home Improvement, International) >$800m FY23 Base Year $396m $61m $335m $498m +26% growth $74m $424m FY24 • Total market (online + offline) view: Although there are some tailwinds, we assumed the market remained at its FY25 ~$19b2 size, T&W market share grows from 1.8% (FY23) to 4.2%. Our current market share is 2.7%,3 up by 17% vs pcp • Online-only view: Market grows from 18% penetration in FY23 to 28% as millennials become the largest spending cohort in the category (lower than the UK and US at 29 – 35%4); T&W online market share grows from 10% to 15% $601m +21% growth $87m $514m FY25 For personal use only
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Page 21Page 21 Page 21 • The new financial year has started strongly, with revenue from 1 July to 11 August 2025 up 28% year-on-year1 • Home improvement continues to outperform • We are pleased that the momentum we built throughout the second half of FY25 has continued into FY26. With anticipated interest rate reductions, coupled with stimulatory government policies relating to housing, we remain optimistic that conditions in FY26 should be favourable for the furniture, homewares and home improvement categories • We intend to keep our on-market share buy-back in place to improve shareholder returns in the absence of more accretive opportunities • In FY26, we are guiding to an EBITDA margin in the range of 3 – 5%, targeting the mid-point of the range, driven by leverage on our fixed cost base and FY24/25 marketing investments • The strength of our balance sheet position, with $144m of cash and no debt, allows us to continue executing towards our goal of becoming Australia’s largest retailer of furniture and homewares Trading update and FY26 outlook 1 Revenue growth is based on checkout revenue which is pre-accounting adjustments (deferred revenue and refund provision) For personal use only
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Page 22Page 22Page 20 Q&A 04 Page 22 For personal use only
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Page 23Page 23 Appendix: FY25 IFRS / EBITDA Reconciliation A$m FY25 Net Profit Before Tax 14.8 Adjustments: Add: Depreciation and Amortisation 8.4 Add: Interest on Lease Liabilities 1.3 Less: Interest Income (5.7) EBITDA 18.8 Page 23 For personal use only
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Page 24Page 24 This presentation (Document) has been prepared by Temple & Webster Group Limited ACN 608 595 660 (T&W Group or the Company). This Document is a presentation to provide background information on the Company and its subsidiaries and is not an offer or invitation or recommendation to subscribe for securities nor does it constitute the giving of financial product advice by the Company or any other person. The information in this Document is selective and may not be complete or accurate for your particular purposes. The Company has prepared this Document based on information available to it to date and the Company is not obliged to update this Document. Certain information in this Document is based on independent third-party research. No representation or warranty, express or implied, is made as to the fairness, accuracy, completeness or correctness of the information, opinions and conclusions contained in this Document. To the maximum extent permitted by law, neither the Company, nor its directors, officers, employees, advisers or agents, nor any other person accepts any liability, including, without limitation, any liability arising from fault, negligence or omission on the part of any person, for any loss or damage arising from the use of this Document or its contents or otherwise arising in connection with it. This information has been prepared by the Company without taking account of any person's objectives, financial situation or needs and because of that, you should, before acting on any information, consider the appropriateness of the information having regard to your own objectives, financial situation and needs. We suggest that you consult a financial adviser prior to making any investment decision. This document contains certain “forward-looking statements”. All statements, other than statements of historical fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future are forward-looking statements. Forward-looking statements are often, but not always, identified by the use of words such as “seek”, “anticipate”, event or result “may”, “will”, “can”, “should”, “could”, or “might” occur or be achieved and other similar expressions. These forward-looking statements reflect the current internal projections, expectations or beliefs of the Company based on information currently available to the Company. Forward-looking statements are, by their nature, subject to a number of risks and uncertainties and are based on a number of estimates and assumptions that are subject to change (and in many cases outside of the control of the Company and its Directors) which may cause the actual results of the Company to differ materially from those discussed in the forward-looking statements. There can be no assurance asto the accuracy or likelihood of fulfillment of any forward-looking statements events or results. You are cautioned not to place undue reliance on forward-looking statements. Additionally, past performance is not a reliable indication of future performance. The Company does not intend, and expressly disclaims any obligation, to update or revise any forward-looking statements. The information in this Document is only intended for Australian residents. The purpose of this Document is to provide information only. All references to dollars are to Australian dollars unless otherwise stated. This document may not be reproduced or published, in whole or in part, for any purpose without the prior written consent of T&W Group. Disclaimer Page 24 For personal use only
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