Turners Investor Presentation

1• 2021 INVESTOR MORNING
TURNERS
AUTOMOTIVE
GROUP
Investor morning
14 April 2021

2• 2021 INVESTOR MORNING
1.Chairman’s Perspective –Grant Baker
2.Turners Overview–Todd Hunter
3.Auto Retail Division –Greg Hedgepeth
4.Finance Division –Todd Hunter
5.Insurance Division –James Searle
6.Credit Division –Matt Gannaway
7.Capital & Funding –Aaron Saunders
8.Questions and Answers –All
Meeting Agenda

3• 2021 INVESTOR MORNING
Chairman’s Perspective
Grant Baker
3• 2021 INVESTOR MORNING

4• 2021 INVESTOR MORNING
A Transformed Business
As at March YEFY10FY15FY20
FY21
Guidance
ShareholderEquity ($m)
(3)121223
233
forecast
Total Assets ($m)
109329708
725
forecast
NPBT ($m)
(18)1929
35+
as per guidance
Dividend per Share (cps)
-10.0 14.0
18.0
asper guidance
Market Capitalisation ($m)*
4202118293
Numbers adjusted for 1-10 share swap in 2016
Note –$293m as at
12 April 2021
* Market capitalisation as at 31 March each year

5• 2021 INVESTOR MORNING
Successfully delivered on growth strategy
Earnings and dividends have grown substantially and predictably

6• 2021 INVESTOR MORNING
Activity vs Annuity Revenue
•Businesses are a mixof activity
and annuity based revenue
business
•Annuity profits (Finance and
Insurance)now account for 53% of
group profits
•The growth in annuity earnings is
providing more consistency and
stability in group profits
59%
66%
60%
56%
53%
47%
41%
34%
41%
44%
47%
53%
30%
40%
50%
60%
70%
F Y 1 6F Y 1 7F Y 1 8F Y 1 9F Y 2 0H Y 2 1
Activity businessesAnnuity businesses
Activity vs annuity -% of total operating profits

7• 2021 INVESTOR MORNING
Our pathway to future growth
1.A strong focus on organic growth
2.Further optimisation in all businesses with margin expansion and market share gains
3.Focus on sustainable dividend growth -management and board “skin in the game”
4.We will consider and look at opportunistic bolt-on acquisitions
5.Investing further in Digital to press home our advantages of scale

8• 2021 INVESTOR MORNING
Turner’s Overview
Todd Hunter
8• 2021 INVESTOR MORNING

9• 2021 INVESTOR MORNING
Building Quality
9• 2021 INVESTOR MORNING

10• 2021 INVESTOR MORNING
Four key areas underpinning earnings growth
We have found the right formula, and will optimise further ...
A number of changes we have been working on over the last 2-3 years are now delivering both market share
growth and margin expansion as well as de-risking the business.
•Diagnostic tools + use of data tools improving on % of profit making vehicles
= margin expansion
•Use of comprehensive credit data to implement new risk pricing strategy attracting
higher quality borrowers...lower margins offset by much lower impairments and
losses = margin expansion and market share
•New rating and retail selling system created opportunity to price risk in
more granular and appropriate way
= margin expansion and market share
1. Retail optimisation
•Property and customer experience optimised for retail consumer
= market share and margin expansion
4. Insurance system development
3. Premium lending
2. Vehicle purchasing decision-making

11• 2021 INVESTOR MORNING
Businesses are well positioned for the “new norm”
AutoRetail
•Used cars have demonstrated resilience
•Geographical diversification
•Diversified sources of supply
•High trust brand for uncertain times
Finance
•Annuity earnings helpful in lockdown
•Arrears proven to be robust
•De-risking strategy working well
Credit/Management
•Payment bank stickier than expected
•Counter-cyclical, defensive
•Strong relationships from debt loaders
Insurance
•Annuity earnings helpful in lockdown
•Premium taken up front
•Improving technology and distribution
•Using a portion of capital reserves to build
property portfolio used in Auto Retail

12• 2021 INVESTOR MORNING
1.Used car market is resilient
2.Diversified and resilient business
3.High “trust” brands
4.Digital is a competitive advantage
Resilient and well placed for an uncertain environment
COVID was a stress-test, but we exceeded expectations

13• 2021 INVESTOR MORNING
1. Market -The used car market is resilient and robust
•COVIDhad a temporary impact, before a
strong rebound in June and July
•August impacted by second lockdown, AKL
sales dropped most (c.1/3 of population)
•Underlying demand still strong with more
cars exiting the fleet
•Mar 2020: all vehicles imported into
the country required to have ESC,
impact in sub $8k budgetsegment
•Cost of repairs increasing
•Stricter WoFregime
•20% of vehicle fleet 20 years or older
Source: NZTA
0
20,000
40,000
60,000
80,000
100,000
120,000
JanFebMarAprMayJunJulAugSepOctNovDec
NZ Used Car Change of Ownerships
201920202021

14• 2021 INVESTOR MORNING
•Geographical diversification allows
the business to redeploy inventory
•Advantage if there are any localised
lockdowns or regional demand
differences
•Online sales / click n collect at any
branch nationwide
2a. Diversification -geographic
Our nationwide network offers a unique advantage

15• 2021 INVESTOR MORNING
0%
20%
40%
60%
80%
100%
FY16FY17FY18FY19FY20HY21
Automotive retailCredit managementFinanceInsurance
2b. Diversification -business
Turners Group is a purposefully diversified business
Each business has different business cycles:
•Stable annuity revenue (finance +
insurance) helps offset short-term drop in
activity-based revenue (auto retail + credit).
•Credit management is counter-cyclical
•Can increase our mix towards consignment
(reduce working capital & any pricing risk).
20%
13%
33%
34%

16• 2021 INVESTOR MORNING
•Most trusted brand
Turners is consistently NZ’s leading used auto retail
brand (independent market research)
•100% online sales demonstrates trust
Sold 600 vehicles during Level 4 and 3 lockdown. The
ability to sell uninspected vehicles online at scale
demonstrates the high trust and awareness of the
Turners brand
•Valuable online presence
Second most visited auto site, with traffic online hitting
all time highs
2020 Readers
Digest Trusted
Brand Award:
NZ’s most
trusted used
car dealer.
3. Brand -leverage the trusted Turners brand
Trust is even more important in a time of uncertainty

17• 2021 INVESTOR MORNING
4. Data Focus –Our digital advantage
Continue to invest in this crucial advantage versus competitors
•Maintained headcount of Technology team: 26
FTE (Applications
15,Infrastructure/Operations11)
•Major investment and resource commitment in
high redundancy data centre spread between
2 sites (AKL + HAM)
•Turners Car Subscription launched in mid-Sept
•Focus going forward on digital marketing,
customer data platform and marketing
automation
•New Chief Digital Officer appointment in April

18• 2021 INVESTOR MORNING
CustomerData Platform
(Auto Retail)
API Development
(Insurance)
Valuation Tool
(Auto Retail)
Three most important Digital initiatives we are working on
•Integrates our customer omni-
channel experience
•Creates a unified view of our
customers and allows for marketing
automation and personalisation
•Material opportunity to drive up lead
conversion on website users
300,000 unique users per month
on www.turners.co.nz
•Strategically important for reducing
our reliance off TradeMe and
reducing cost per lead
•Development of APIs for the policy
underwriting system in Insurance
•Already integrated and embedded
within Motorcentral(largest dealer
management system in NZ), MTF
Finance, Heartland Finance
•Material impact on distribution
•Uses a traffic light warning system
•Uses leading edge cloud based AI
tool Data Robot
•Provides guidance to vehicle buyers
when they are outside of valuation
boundaries
•Outcome is to buy less loss making
vehicles but also purchase more
vehicles that we are under pricing.

19• 2021 INVESTOR MORNING
Our vision:
To be NZ’s leading
ecosystem for vehicle users
19• 2021 INVESTOR MORNING

20• 2021 INVESTOR MORNING
Our business
Credit
Management
Insurance
Auto Retail
Finance

21• 2021 INVESTOR MORNING
AutoRetail Division CEO
Greg Hedgepeth
Auto Retail Division
21• 2021 INVESTOR MORNING

22• 2021 INVESTOR MORNING
What does the Auto Retail business look like?
We are New Zealand’s favourite place to buy & sell vehicles (~30,000 cars p.a.)
Cars Division (80%):
•Transition from auction/wholesale to retail/consumer ... betteryield and cross-
sell to Finance and Insurance
•~50% of cars sold on consignment (e.g. govt, lease, finance companies)
•~50% direct: purchased to sell, take price risk on owningthe asset. e.g. public,
dealers, imports, de-fleets.
•~90% of the vehicles we sell are sourced locally, only 10% are imported.
Commercial Division (20%):
•Trucks & Machinery plus Salvage (insurance write-off) vehicles.
•Predominantly aconsignment business that utilises the Auction sales channel,
almost exclusively transacted online.
•Re-marketing contracts in place with mostof NZs biggest Insurers and
commercial vehicle fleets.

23• 2021 INVESTOR MORNING
Auto Retail -Today
NZ’s #1
most trusted used vehicle
dealership brand 2 years in a row
6 mins
Turners sell 1 car every 6 minutes,
which equates to over 100 cars per day
#1
NZ’s largest buyer and
seller of vehicles
22,000
Damaged vehicles sold on
behalf of insurers in FY21
440
Average number of finance
contracts written per month
445
Kiwis employed across
the Auto Retailbusiness
$58m
Worthof Trucks & Machinery
sold in FY21
26
Locations in NZ from
Whangarei to Invercargill
97%
Customers ‘that would recommend
Turners’ via Buyerscore(our
customer feedback platform)

24• 2021 INVESTOR MORNING
Why we have an unfair advantage
•Scale –overall size, volume and our transactional database (NZ’s biggest) helps us buy & sell better than others
•Diversification of locations and supply –network of nationwide locations, mix of consignment + owned stock
•Customer Driven –we have a relentless focus on our customersand invest heavily in tools to enhance customer
experience
•Omnichannel–our business is “bricks & clicks” with physicallocations going hand in hand with the online experience
•Digital first –every challenge or opportunity we face is approached with digital solutions and investmentsin technology

25• 2021 INVESTOR MORNING
Our retail optimisation strategy is progressing well
Continue to optimise our network
Transition from wholesale to retail (eg. exit Penrose Super site)
Rationalise sub-scale sites (e.g. New Lynn vs Westgate)
Getting closer and more accessible to our customers
Retail optimisation: our sweet spot is c. 6,000 -10,000m2, high
profile site, adjacent to large customer catchment
Omnichannel: convenience is key, manageable selection on
each site, but max selection online. Click n Collect approach
Regularly assessing new regions and sites
Significant opportunity in the regions, criteria population 60k+
A combination of lease or own sites, based on optimisation
Our property portfolio is now 10 sites (valued at c$60m)
New Westgate operation (opened Oct 2020)
New Dunedin operation (opened May 2020)
New Otahuhu operation (opened Jan 2021)

26• 2021 INVESTOR MORNING
Expansion-confirmed new sites in the next 12 months -Rotorua

27• 2021 INVESTOR MORNING
Expansion-confirmed new sites in the next 12 months -Nelson

28• 2021 INVESTOR MORNING
Data Focus -Recent examples of our “Digital First” approach
Reduction in loss making purchases
(Live Q1 2020)
Nationwide deployment of diagnostic scan
tools to help identify mechanical issues
prior to purchase.
Reduction in our cost per lead
(Live Q2 2020)
Improve Marketing lead conversion
(Live Q3 2020)
Improve Sales lead conversion
(Q2 2021)
Purchasing volume maximisation
(Q3 2021)
Development of a 1
st
party data strategy
utilising a Customer Data Platform to
create a true single customer view.
Implementation of a sophisticated marketing
automation system using multiple channels
based on real time consumer behaviour.
Internal development of a proprietary lead
management system enabling sales staff to
minimise leakage and increase activity levels.
Utilisation of AI combined with our
transactional data to help buying team to
identify incremental volume opportunities.

29• 2021 INVESTOR MORNING
1. Sourcing
Buy more local car inventory
& maintain margin.
5. Build the Brand
Become a Kiwi Icon & market
leader in used car data.
RegionalBranch
Operating Profit of
$500k pa
Financeattach
+1% = $400k
1% lift
+800 salespa
Higher consideration
Profit / vehicle
$1,500
Opportunity
Growth Focus –Auto growth priorities
2. Retail Optimization
1-2 additional retail location pa.
Investment in staff.
3. Finance & Insurance
MaximiseF&I as a sales
enabler & revenue stream.
4. Lead management
Improvement in both marketing &
sales conversion rates.

30• 2021 INVESTOR MORNING
Introducing Tina from Turners ...
Upcoming promotional campaign

31• 2021 INVESTOR MORNING
Questions
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32• 2021 INVESTOR MORNING
Group + Oxford CEO
Todd Hunter
32• 2021 INVESTOR MORNING

33• 2021 INVESTOR MORNING
History of Oxford Finance
Oxford Finance includes the former Dorchester & Southern Finance businesses
2016AutoApp Launch
2017BNZ securitisation facility is established
Amalgamation of Oxford Finance, Dorchester and Southern
Finance brands on to a single receivables platform
2018Turners Auto-Retail loans redirected via Oxford Finance
2019Centrixcredit reporting (CCR) implementation
Online Direct lending channel established
3-tier risk pricing model implemented
Online digital signing and ID verification implemented
2020Risk pricing model extended to 4 tiers

34• 2021 INVESTOR MORNING
Finance Today
$322m
Gross receivables less
impairments @ Mar-21
$251m
Consumer ledger less
impairments @ Sept-21
$51m
Commercial ledger less
impairments @ Mar-21
20%
% of new lending generated
by Turners Auto Retail network
24,276
Number of open consumer loans @
Mar-21 of which 66 are in hardship
$12,000
Average consumer loan size
190
Average number of dealers and
brokers who originated business
per month FY21
99%
of loans are secured
16%
Ledger has grown over $45m
from Mar-20 to Mar-21

35• 2021 INVESTOR MORNING
Credit scores improve, arrears decline, market share increases
1. High quality Turners Auto-Retail origination tracking
~2% total arrears with ledger size of $55m
2. Introduction of CentrixCredit Rating (CCR)
3. Expanding the Risk Based Pricing Model /
Premium Tier Introduction
4. Higher risk MTF and DFL Legacy loans run-off
350
400
450
500
550
600
650
1H172H171H182H181H192H191H202H201H212H21
Avergae consumer VEDA
credit score
Improving Customer Credit Scores
Oxford Finance
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Consumer Total Arrears Percentage

36• 2021 INVESTOR MORNING
•Investment in market leading online portal, AutoApp
•Introduction of auto-scraping of bank account data
•Early adoption of Centrix Credit Rating positive credit
•100% online loan signup process introduced
•Early adopter of Commercial comprehensive credit reporting
•2 -3% of loans early settle each month.
•Each 1% reduction equates to an effective $3m in lending each month
•Multiple process automation opportunities
•Scale lending without scaling people
Growth Focus –Finance growth priorities
Provide a competitive product, that meets needs of introducers + customers
Grow distribution
•Partnerships, more originators, direct
Direct and Digital are a big opportunity
Early settlement reduction
Reduce transaction friction via tech

37• 2021 INVESTOR MORNING
Questions
37• 2021 INVESTOR MORNING

38• 2021 INVESTOR MORNING
Insurance Division CEO
James Searle
38• 2021 INVESTOR MORNING

39• 2021 INVESTOR MORNING
Insurance –What do we do in the business?
We help Kiwis with motor vehicle, loan protection and life insurance solutions
•Distributed throughlicensed car dealers, finance companies & brokers, life insurance advisers and online
•Head office in Auckland (incl. claims and operations teams), sales representatives throughout NZ
•Range of products:
•Mechanical breakdown insurance (represent 80% of premium revenue)
•Payment protection insurance
•Guaranteed asset protection insurance
•Car insurance (underwritten by Suncorp New Zealand)
•Term life & funeral insurance
EXAMPLES OF WHITE LABEL BRANDS

40• 2021 INVESTOR MORNING
Insurance Today
5,500+
Number of insurance
policies sold per month
3,000+
Mechanical Breakdown Insurance
policies sold per month
$20m
Value of claims paid in FY20
200,000+
Number of active policies as at Sept
20
943
Number of active dealers and
brokers selling our products
41
We employ 41 kiwis across
the Insurance business
1,400
Monthly average number of claims
paid out in FY20
33
Number of years James Searle
has been involved in Insurance
$35m
Value of new polices sold in FY20

41• 2021 INVESTOR MORNING
Insurance –What do we do differently?
•Our value proposition is based on service and quality
•Expertise and economies of scale in vehicle repairs delivers value for customers
•Our premium rating and underwriting controls are more refined
•Network: We have an extensive approved repairer network and parts supply chain
•Industry: We are actively involved within the NZ motor vehicle and consumer finance
industries
•Digital: Our use of technology and linking with third party systems improves customer
experience
•Data-led: We actively use our extensive data and IP for decision making

42• 2021 INVESTOR MORNING
Our MBI portfolio has seen an improvement in loss ratio over the last four years
•Rate for risk: improved risk rating treatment of vehicles with revision of vehicle categories and standardised
underwriting of vehicles within scope of risk profile selected
•Strengthened pricing and underwriting: launch of our new POS platform (Generator) ensures correct pricing
and underwriting of vehicles at point of sale including automated underwriting
Insurance –MBI loss ratio performance
•Claims cost control: improved
processes and leverage of our scale
to make the best use of our buying
power
•Improved claims management
disciplines: setting of uniform claim
assessment procedures, and KPI
measurement and monitoring

43• 2021 INVESTOR MORNING
Growth Focus –Insurance growth priorities
•Key Partnerships –increase sales with large industry partners from linking systems via API
-secure exclusive partnership arrangements
-enhanced system functionality to assist growth in insurance sales (PPI & GAP)
-improved processes to support compliant transactions and good customer outcomes
•Targeted rate for risk actions –further refinement of premium rate for risk
-increase our sales volumes of lower risk vehicles
-more granular rating for higher risk vehicles to balanced category loss ratios
-bespoke pricing and solutions to support acquisition and sales growth of target agents
•B2C distribution channels
-Re-architecture of POS system to effectively support this channel
-Development of a new B2C (self service) solution to support sales within our agent network
-Complete development of systems and processes to support the launch of a direct to consumer
channel proposition

44• 2021 INVESTOR MORNING
Questions
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45• 2021 INVESTOR MORNING
Matt Gannaway
Credit Division CEO
45• 2021 INVESTOR MORNING

46• 2021 INVESTOR MORNING
FOCUS is an analytical process which creates
a “propensity to collect score” to enable
prioritisation of collection strategies
ECCC generates commission from debt collected...
The debt collection process
Capital light business model and strong cash
generator
Debt load from SME and Corporate clients
Run debtors against FOCUS to generate
“propensity to collect score”
Debtor actions happen –letters,
text, email, phone call
Debt collected
Default list,
legal action
Highly targeted communication strategy ...
focus on brokering resolution between
debtor and client

47• 2021 INVESTOR MORNING
Credit Management Today
$89m
Corporate debt load in FY21
$41.4m
Amount of money collected from
debtors FY21
2,291
Number of SME clients loading
debt FY21
712
Number of SME clients who
have loaded debts via Xero
and MYOB since April 2019
2.1m
Debt collection actions
undertaken in the last 12 months.
54
We employ 54 people in our
business 49 are based at Head
Office in Napier and 5 in Australia
36%
The average recovery rate for
Corporate debt loaded FY21
39
Number of independent contractors
selling our debt collection products and
credit management tools across NZ and
Australia
33%
The average recovery rate
for SME debt loaded FY21

48• 2021 INVESTOR MORNING
•Debt Recovery –represent all major trading banks and finance institutions in
New Zealand as well as many major household brands.
•Approach–We are resolution experts that seek to rehabilitate customers
•Brand protection–During Covid-19 protection of our clients brand has been
a priority due to potential reputational risk.
•Expert Guidance–Working closely with SME clients across many industries
and provide expert guidance on credit management issues.
•More than debts–We collect debts but we also sell products that help
protect the business eg. Terms and Conditions of Trade documentation.
•Connected–Helping clients load their debt faster -online and through
connectivity with cloud based accounting apps:
48
Credit–Why are we good at it?

49• 2021 INVESTOR MORNING
Impact of Covid-19 on CorporateDebt Load
•Significant reduction in debt load
due to covid.
•All major banks except 1 ceased
actionable debt load from April 20.
•Additional lockdowns caused
uncertainty and caution amongst
all banks.
•Our largest bank referrer being the
most cautious with no contact
instruction in place from April 20 to
March 21.
•Debt load recovering back to
historical levels...”March 2020
starts now”
-
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
Apr-16
Jul-16
Oct-16
Jan-17
Apr-17
Jul-17
Oct-17
Jan-18
Apr-18
Jul-18
Oct-18
Jan-19
Apr-19
Jul-19
Oct-19
Jan-20
Apr-20
Jul-20
Oct-20
Jan-21
Millions
Banking Client Debt Load FY17 -FY21

50• 2021 INVESTOR MORNING
Data Focus –Using Data to Improve Results
•Our proprietary “propensity to pay” score:
•A key element of our contact strategy used to
segment customers with the aim of delivering
recovery results faster.
•Uses cohort, payment, and behaviouralinformation
from multiple data sources.
•Proven results delivering greater resolution and
credit repair outcomes for customers.
•Continuous improvement as data enrichment
occurs through time; property valuation data will be
added Q2 2021.
More than 1,000,000
unique Company's and
Individuals
1,350,000 accounts loaded
30,000 Payments per
month
Demographic Data
Property Valuation Data

51• 2021 INVESTOR MORNING
Growth Focus –Credit growth priorities
•Grow SME Debt Load through targeted advertising & marketing activity
•Increase value of RESOLVE portal to enable self-service, 24/7 resolution for debtors
•Increase use of data to improve contact strategies via FOCUS
•Build efficiencies through digital and data investments...data will be at the centre of everything we do.

52• 2021 INVESTOR MORNING
Questions
52• 2021 INVESTOR MORNING

53• 2021 INVESTOR MORNING
Funding the
Business
Aaron Saunders
Group CFO
53• 2021 INVESTOR MORNING

54• 2021 INVESTOR MORNING
Balance sheet has capacity to support growth
•Our balance sheet is robust with capacity to support growth
plans;
•The group continues to operate well within its bank
covenants
•In March 2021, both banking facilities have been
extended with an increase in the securitisation
warehouse facility from $250m to $300 million
•78% of total debt in business relates to finance receivables.
•Oxford Finance has an equity to total assets ratio of 20%+
and currently has capacity to underpin a further 18 months
growth in the finance book.
Funding Mix ($M) as atMar 31 2021LimitsDrawn
Finance Receivables Funding
Securitisation276239
Banking Syndicate5020
MTF Receivables (Auto Retail)33
Less Cash(5)
Net Receivables Funding329 257
Funding Capacity72
Corporate and Other Borrowings
Corporate & Property -Banking Syndicate70 44
Inventory -Banking Syndicate30 9
NZX Listed Bond25 25
Less Cash(6)
Net Corporate Borrowings125 72
Funding Capacity53

55• 2021 INVESTOR MORNING
Capital Allocation –high level thinking
•Organic growth to be funded via retained earnings and additional debt
•Clear message from market that shareholders want yield and growth supported from existing capital base
•Current dividend policy of 60% to 70% NPAT to be maintained
•Capital allocation broadly prioritised as follows:
•Digital initiatives across the Group largely assumed to be opex, supported by some capital to be
allocated to support growth and future proofing
•Oxford Finance –growth requires capital alongside debt to grow receivables ledger and profits
•Auto Retail businesses –footprint expansion can be funded largely through debt (lease premises and
floorplan finance for inventory), some capital investment required for fit-out of retail sites
•Property –de-risks the auto business through control of strategic sites and cost base plus provides
opportunity for long term capital growth.
•We will continue to work on initiatives to make Turners Auto Group more capital efficient

56• 2021 INVESTOR MORNING
Turners has a strong and sustainable yield
Dividend per Share (Cents)
Dividends fully imputed from FY17 onwards
0.10
0.13
0.15
0.155
0.17
0.14
0.18
0.00
0.02
0.04
0.06
0.08
0.10
0.12
0.14
0.16
0.18
0.20
FY15FY16FY17FY18FY19FY20FY21
Projected
•Updated guidance issued in February of FY21
Net Profit Before Tax (NPBT) to be at least $35
million(compared to January 2021 NPBT
guidance of $33 million to $35 million).
•These strong results have confirmed the
directors’ confidence to project a full year
dividend of 18.0 cents per share.
•Based on a share price of $3.45 this is a gross
yield of 7.2% pa
•Directors declared a Q3 dividend of 6.0 cents
per share (fully imputed) taking YTD dividends
to 14.0 cents per share.

57• 2021 INVESTOR MORNING
Environmental, social, and governance (ESG)
•The focus through FY21 has been on delivering on the “social” pillar of our ESG strategy. This includes the
following initiatives...
•Health and safety of customers and staff during Covid-19
•Implementing and employee engagement measure (Peakon)
•Dealing with 1,700+ customer hardship situations in Oxford Finance and successfully rehabilitating 96% of these
over the last 12 months.
•In process of establishing + measuring emissions targets and a number of initiatives underway already
•Board ESG subcommittee established
•Turners help in getting old and unusable vehicles off the road through our Damaged and End of Life vehicle
business, helping to take 25k cars pa off the road...which are generally higher emitting. For every car we import at
8 years old we are taking an average of 5 x 20 year old cars off the road.
•We are also piloting solar power installations in two of our sites and have committed to rainwater retention systems
•We have launched vehicle subscription with a particular focus on Electric Vehicles in partnership with EECA

58• 2021 INVESTOR MORNING
Questions
58• 2021 INVESTOR MORNING

59• 2021 INVESTOR MORNING
Summary+
Overall Q&A
59• 2021 INVESTOR MORNING

60• 2021 INVESTOR MORNING
Autoretail
•Margin improvement through
supply initiatives
•Continued optimisation for retail
eg. new sites in Westgate,
Dunedin
Finance
•Finance continued focus on targeting
high quality borrowers, attracting 50%+
of new lending in premium risk business
•Continue to make investments in digital
and system integration
Credit/management
•Manage cost base in reduced debt
load environment
•SME focus: integrated with key
systems (eg.Xero / MYOB)
Insurance
•Good progress in building out distribution
•Claims ratios continue to improve
Wrap-up -Building a quality business

61• 2021 INVESTOR MORNING
Growth Focus -Four key areas underpinning earnings
growth
We have found the right formula, and will optimise further ...
This gives us confidence in continued earnings growth through the cycle
1.Retail optimisation
2.Vehicle purchasing decision-making
3.Premium lending
4.Insurance system development

62• 2021 INVESTOR MORNING