Vertu Motors Plc · LSE:VTU
Vertu Motors — H1 FY2027 Earnings Presentation
35 slides from Vertu Motors's earnings presentation, October 2026
Slide 1: Analyst and Investor Presentation: Interim Results
Analyst and Investor Presentation Interim Results For the 6 Months Ended 31 August 2026
Slide 2: Vertu Advantages: Our Investment Case
Vertu Advantages: Our Investment Case Scale Benefits Resilient Aftersales Cost Optimisation Maximise Returns • Stable, experienced • Full sales and aftersales • Disciplined cost control; • Disciplined capital allocation management with capacity offering to increase capture controlling the controllab
Slide 3: At a Glance
At a Glance Key themes: ZEV mandate (car and van) pressure on Record Revenues: £2.60bn (H1 FY26: £2.51bn) sector 1 Adjusted Profit Before Tax : £23.8m (H1 FY26: £20.0m) - 19% up Growth of Chinese OEM’s in market: Further upgrade announced making three upgrades to FY27 profit Portfolio reshaping rapi
Slide 4: Current Trading - September
Current Trading - September • Strong start to the second half across all areas of the business: Profit Like-for-like vehicle volume – September FY2027 above prior year levels (adjusted for prior year impact of JLR cyber attack) with trading aided by a robust new car market Group Like-for- UK % Chang
Slide 5: Outlook
Outlook • Full year results for the year ending 28 February 2027 are anticipated to be ahead of current expectations1 • A number of self help measures being deployed: • Expansion into new markets, such as ‘Value Cars’ by Vertu, growing sales volumes in the older car segment and launch of Shariah law
Slide 6: Strategic Update
Strategic Update Robert Forrester CEO
Slide 7: Consistent Group Strategy
Consistent Group Strategy Mission & To aim for every dealership to be To deliver an outstanding customer Vertu Motors to be the most Values the best retailer in their respective motoring experience through admired and respected dealer town or city honesty and trust group in the automotive industry P
Slide 8: Evolving Competitive Landscape in New Vehicles
Evolving Competitive Landscape in New Vehicles BEV & ZEV Mandate Chinese New Entrants BEV as % of Total UK Registrations (Source: SMMT) January to August 2026 35.0% 19.8% 25.6% 11.6% Private Motability Fleet Total Car Market • Battery electric vehicle (“BEV”) registrations grew strongly, reaching al
Slide 9: Portfolio Development
Portfolio Development Growing Representation of Chinese Manufacturers* Chinese Outlets by Manufacturer % = Chinese brands as % of outlets 15.1% BYD 7 MG 5 4.7% 9.3% Geely 5 iCaur 3 31 9 Leapmotor 2 18 31-Aug-25 Omoda 2 31-Aug-26 Jaecoo 2 182 Smart 2 Anticipated by mid-2027 176 174 LEVC 1 Denza 1 31-
Slide 10: Other Strategic Actions "Controlling the controllables"
Digitalisation Selling Older Used Cars Other Strategic Actions Colleague & Customer Experience “Controlling the controllables” Cost Reduction and Control Returns to Shareholders
Slide 11: Digitalisation
Digitalisation Opportune vMax FitBits • In the Period ‘Opportune’ piloted across 18 • Group's new real-time sales performance sales • ‘Fit Bits’ parts performance dashboard, launched dealerships; extended to 52 dealerships in October executive commission dashboard across the Group on 1 August 2026 •
Slide 12: Selling Older Used Cars
Used Cars over 7 years old; performance since launch 1 April 2026 1,400+ £1,437 13.5% 32 Days Additional 7 year+ Cars sold Average GPPU Gross Margin Stock Turn Compared to 6.9% in sales of <7 year old 13% of Used Vehicles Sold up from 10% +11% vs prior year 14 Days faster than <7 year old cars • Rou
Slide 13: Colleague & Customer Experience
Colleague & Customer Experience Sales Executives Technicians Great Place to Work Customer Experience Group Sales Executive Turnover 53% 49% 46% 39% Feb-25 Aug-25 Feb-26 Aug-26 ▸ On 1 April, the Group introduced a new • Group experienced an increase in • Stability of the Group’s overall Autotrader Re
Slide 14: Cost Reduction and Control
Cost Reduction and Control 6-month period ended 31 August • Salary costs have increased due to the £’m 2026 2025 Variance Variance % following: Higher Sales Performance driving Salary cost 142.9 137.5 5.4 3.9% 5.4 earnings National Minimum Wage Change 1.3 Vehicle and valeting costs 27.8 27.7 0.1 0.4
Slide 15: Returns to Shareholders
Returns to Shareholders Portfolio Management Share Buyback Dividends • Active portfolio management resulted • 2.5m shares (0.8% of share capital in • Interim dividend increased 11% to in a continued trend in the disposal of issue at 1 March 2026) repurchased 1.00p per share (H1 FY26: 0.90p) surplus
Slide 16: Financial Performance
Financial Performance Karen Anderson CFO
Slide 17: Financial Highlights
Financial Highlights Adjusted1 profit before tax for the Period of £23.8m (H1 FY26: £20.0m) up 19% Record H1 revenues, with strong organic growth Group like-for-like gross profit up £10.9m; with growth delivered in all channels Group continued its strong focus on cost control with like-for-l
Slide 18: Income Statement
Income Statement 6-Month Period Ended 31 August Revenue: £86.5m rise in revenues driven by growth in the Core Group (+£106.0m) and the £’m (unless otherwise stated) 2026 2025 % Change impact of acquired businesses and start-ups Revenue 2,596.5 2,510.0 3.4% (+£29.5m). Closures and disposals during th
Slide 19: Profit Bridge – Adjusted PBT
Profit Bridge – Adjusted PBT All values in £’million Core Group Gross Profit Movement: +£10.9m 3.9 (3.9)(8.2) 2.6 1.0 0.8 0.3 3.4 23.8 20.0 Core Group H1 FY26 New vehicles Fleet and Used vehicles Aftersales Core Group Finance Costs Acquisitions, H1 FY27 Adjusted PBT commercial operating start-ups an
Slide 20: Balance Sheet
Balance Sheet 31 Aug 2026 28 Feb 2026 31 Aug 2025 £’m £’m £’m • Tangible net assets per share of 80.8p, up from 76.1p Intangible assets 136.3 136.6 137.3 (6.2%). Retirement benefit asset 3.6 3.6 3.7 • Freehold and long leasehold property portfolio at Right-of-use assets 86.4 88.7 93.7 depreciated hi
Slide 21: Net Debt & Refinancing
Net Debt & Refinancing Current Net Debt at 31 • In October 2026, the Group agreed the renewal of its Facilities August 2026 revolving credit facility, replacing the existing £93m £’m £’m acquisition-only facility which was due to expire in 20 year mortgage facility (from December 2020) 9.2 9.2 Decem
Slide 22: Free Cash Flow, Net Debt and Gearing
Free Cash Flow, Net Debt and Gearing Cash Flow 6 Months Ended 2026 2025 31 August £’m £’m Net Debt1: £54.2m (FY26: £61.3m) Operating profit 34.4 30.6 Depreciation, amortisation and impairment 21.9 20.6 Profit on sale of assets (0.5) (0.9) Gearing1: 15% (FY26: 17%) Working capital (11.0) (21.2) Share
Slide 23: Trading and Operational Update
Trading and Operational Update
Slide 24: New Vehicle Sales Performance
New Vehicle Sales Performance Like-for-Like New Vehicle Volume 6 months to 31 August 2026 Like-for-like new retail unit growth/(decline) versus UK market Like-for-like unit % growth 13.1% Group Like- Group Like- 8.8% H1 FY27 UK % Change 6.6% for-like % 1 for-like v Volume 2 (SMMT) 4.0% 2.5% Change S
Slide 25: Used Vehicle Sales Performance
Used Vehicle Sales Performance • Vertu Value Cars launched 1 April 2026 to Core Group H1 FY27 H1 FY26 +/- +/- % grow used car performance and retail older Revenue (£’m) 987.6 971.3 16.3 1.7% used vehicles previously traded outside the Group Gross profit (£’m) 72.3 69.7 2.6 3.7% • Core Group used veh
Slide 26: Group Aftersales Performance
Group Aftersales Performance Core Group Accident & Service Parts Fuel Forecourt Total H1 FY27 v H1 FY26 Smart Repair 1 Revenue (£’m) 116.5 149.6 15.6 6.9 288.6 1 Revenue change % 2.9% 3.9% (0.4%) 33.2% 3.8% Gross profit (£’m) 85.7 31.7 10.0 0.6 128.0 Gross profit increase (£’m) 2.5 1.1 0.2 0.1 3.9 2
Slide 27: Group Well Positioned
Group Well Positioned Group stable, well-capitalised and asset backed Firepower and ambition to further expand operations and scale Digitalisation gathering pace in impact, benefiting customers and productivity People-focus provides talented, motivated colleagues to serve customers Group excited to
Slide 28: Appendices
Vertu Motors plc Appendices
Slide 29: Definitions of Key Terminology
Definitions of Key Terminology Core: Comparison against FY26 Dealerships that have traded for the full period of March 2025 to August 2025 and March 2026 to August 2026 Like-for-like: Dealerships that have comparable trading periods in two consecutive financial years, only the comparable period is m
Slide 30: New Vehicle Trends (Retail and Motability)
New Vehicle Trends (Retail and Motability) H1 H2 H1 H2 H1 H2 H1 FY24 FY24 FY25 FY25 FY26 FY26 FY27 Selling price per unit [1] (£) 25,906 25,338 26,180 26,064 26,155 25,497 26,045 Gross profit per unit [1] (£) 2,170 2,019 1,965 1,984 1,948 1,857 1,908 Margin (Group) [1] 8.5% 8.0% 7.6% 7.7% 7.6% 7.6%
Slide 31: Fleet and Commercial Vehicle Trends
Fleet and Commercial Vehicle Trends H1 H2 H1 H2 H1 H2 H1 FY24 FY24 FY25 FY25 FY26 FY26 FY27 Selling price per unit (£) 27,085 28,196 29,288 29,806 29,274 27,798 26,968 Gross profit per unit (£) 1,160 1,296 1,272 1,194 1,124 981 984 Margin (Group) 5.1% 5.6% 5.2% 5.4% 5.0% 4.5% 4.6% Like-for-like unit
Slide 32: Used Vehicle Trends
Used Vehicle Trends H1 H2 H1 H2 H1 H2 H1 FY24 FY24 FY25 FY25 FY26 FY26 FY27 Selling price per unit (£) 21,580 20,425 20,634 21,057 20,977 21,318 20,783 Gross profit per unit (£) 1,535 1,296 1,490 1,455 1,487 1,414 1,512 Margin (Group) 7.1% 6.3% 7.2% 6.9% 7.1% 6.6% 7.3% Margin (Core Group) 7.4% 6.9%
Slide 33: Vehicle Volumes Sold
Vehicle Volumes Sold H1 FY27 vs H1 FY26 H1 FY27 vs H1 FY26 Total units sold +/- % Like-for-like units sold +/- % 16,457 15,807 Used Trade (2.3%) Used Trade +0.2% 16,085 15,833 47,799 45,787 Used Retail +0.8% Used Retail +3.7% 48,164 47,470 1 15,800 1 15,773 +30.5% Total Fleet Car Total Fleet Car SMM
Slide 34: Dealership Portfolio
Dealership Portfolio 196 sales outlets Sales Sales Group Brand Group Brand Outlets Outlets Vauxhall 15 Land Rover 10 JLR Peugeot 9 Jaguar 1 Stellantis Citroen 4 Toyota Toyota 11 Leapmotors 2 Mercedes-Benz 5 Mercedes BMW 7 Mercedes-Benz Commercial Vehicles 1 BMW MINI 7 Volvo 5 BMW Motorcycles 4 Geely
Slide 35: Disclaimer
Disclaimer This presentation contains forward looking statements. Although the Group believes that the estimates and assumptions on which such statements are based are reasonable, they are inherently uncertain and involve a number of risks and uncertainties that are beyond the Group’s control. The G