Announcement PDF H1 FY26 Financial Results 24 February 2026 ROBYSHARON-ZIPSER ICEO&Co-Founder JACOJONKERICFOO hipages Group | 5 H1 FY26 Results Overview R O B Y S H A R O N - Z I P S ER CEO & Co-Founder hipages Group | 6 H1 FY26 performance 1 ARPU: Annual revenue per user 2 EBITDA: Earnings before interest, tax, depreciation and amortisation before significant items 3 FCF: Free Cash Flow = Operating cash flow less lease repayment, less payments for intangible assets and property, plant & equipment (PPE) hipages Group at a glance (ASX: HPG) Tradie Marketplace Future Services Job Management + Strategic evolution from marketplace to SaaS platform ANZ’s #1 platform to connect households and tradie businesses H1 FY26 key highlights ✓ Successful pricing plan migration in AUS (access to all job management features) ✓ Launched rebranded ‘hipages for business’ app and ‘hipages Perks’ ✓ New platform functionality and AI integration ✓ >40% revenue and ARPU1 growth in NZ + Purpose: Transform the trade industry, Building better lives for everyone EBITDA2 +29% FCF3 +257% H1 FY25 H1 FY26 Revenue +11% hipages Group | 7 Delivering sustainable growth 4.9 5.1 6.0 6.8 7.5 H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 30.1 32.6 37.4 40.6 44.9 H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 4.2 5.8 8.4 8.7 11.2 H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 MRR excl. GST $m $m $m $m Total Revenue EBITDA1 Free Cash Flow (2.7) (3.3) (0.1) 1.2 4.3 H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 1 before significant items (affects FY22-24 only) hipages Group | 8 H1 FY26 Performance JACO JONKER CFO & COO hipages Group | 9 H1 FY26 Group Financial Highlights $7.5m MRR Up 9% $43.9m Recurring revenue Up 12% $44.9m Total revenue Up 11% Revenue $11.2m EBITDA EBITDA Margin 25% (up 4ppt) $2.7m NPAT H1 FY25: $0.1m 89% Gross profit margin H1 FY25: 89% Profitability Key drivers 35.3k Subscription businesses Up 1% Serviced businesses: 54.3k 1.4m Business-Household Connections Down 4% $2,497 Subscription ARPU Up 10% See glossary on p.42 for definitions All variances on this page refer to the pcp. Cash $31.1m Closing cash and funds on deposit H1 FY25: $22.5m $4.3m Free Cash Flow Up 257% $12.9m Operating Cash Flow Up 37% hipages Group | 10 hipages Group MRR (excl. GST) Key drivers • 100% ofAustralian customers migrated to the new platform1 plans (includes access to leads and job management features) • Ascensions driving record yields • NZ customers joining at higher price points and ascending as the new subscription model is optimised in its first-year post migration • Consistent seasonalcadence implies an MRR step-up in H2, following the typical H1 holiday softening NSW COVID lockdowns Post-COVID home improvement boom New pricing plans deliver record yields, supporting strong MRR growth 5.1 5.7 6.0 6.4 6.8 7.4 7.5 5% 15% 17% 13% 14% 14% 9% H1 FY23 H2 FY23 H1 FY24 H2 FY24 H1 FY25 H2 FY25 H1 FY26 MRR excl. GST ($m) Growth vs. pcp 1 Platform: single platform combining the lead generation marketplace and job management services hipages Group | 11 35% 36% 34% 31% 32% 37% 28% 25% 27% 24% 3% 5% 5% 7% 7% 10% 13% 13% 13% 12% 86% 82% 78% 79% 75% H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 Operations and Administration Marketing Technology Cost (P&L) Sales Group operating expenses1 as % of total revenue Continued cost discipline delivered record 25% EBITDA margin, up 4ppt Sales • Increased efficiency delivered double-digit revenue growth with stable sales cost base Marketing • Strict focus on marketing ROI delivered 3ppt reduction as a % of revenue after planned creative and brand investments in H1 FY25 Operations and Administration • Modest increase reflects non-cash ESOP expenses and planned subscription costs – more than offset by sales and marketing efficiencies Refer to Appendix for detailedP&L Operating leverage at scale delivers record EBITDA margin 1 Operating expenses after capitalisation of Technology Development spend. Before capitalisation, total Technology Development spend was 23% of Revenue in 1H26 (24% inpcp) hipages Group | 12 2.1 2.3 3.7 4.6 5.6 3.2 6.8 12.5 14.4 14.2 14.4 7.3 8.9 14.8 18.1 18.8 20.0 10.4 16% 24% 27% 25% 24% 23% FY21 FY22 FY23 FY24 FY25 H1 FY26 Tech spend declining as % of revenue while accelerating product delivery and AI integration • Continued development of tradie platform alongside marketplace optimisation • Recent focus areas include: - In-product self-service pathways that reduces friction for customer sign-up and upgrades - Enhanced job management features - Integrating new perks and services • Disciplined capitalisation approach with detailed activity-based tracking (development vs. maintenance), amortised over 3 years • Total tech spend expected to gradually reduce as a % of revenue Group technology development spend (in $m)1 Disciplined technology investment delivering long-term value 1 Technology and software development based on profit and loss reporting (accrual based), not reflecting actual timing of cash flows spend Note: Numbers may not add up due to rounding Total technology spend as a %of Revenue 70% capitalised 30% expensed Australian Operations hipages Group | 14 1,267 1,376 1,307 1,403 1,362 1,339 1,292 H1 FY23 H2 FY23 H1 FY24 H2 FY24 H1 FY25 H2 FY25 H1 FY26 # tradie-household connections ('000) 71% 74% 78% 84% 84% 86% 84% 86% 83% H1 FY22 H2 FY22 H1 FY23 H2 FY23 H1 FY24 H2 FY24 H1 FY25 H2 FY25 H1 FY26 % of total jobs connected with a tradie • Yield growth more than offset revenue impact of subdued connections • Marketplace activity seasonally lower in H1 due to Christmas holidays • 2% lower job volume vs. pcp amidst subdued consumer confidence • Short term impact from mid-period changes to the matching engine • H1 connection rate remains healthy, reflecting a great experience for both sides of the marketplace • Connection rate reflecting normal H1/H2 seasonality • Targeted SEO/SEM spend supporting marketplace balance by geography and trade category High connection rate maintains strong consumer experience Connection1 volume reflects subdued consumer confidence hipages Australia 2 1 Connections occur when a business claims a job, triggering usage of their lead credits included in their subscription 2 Connection rate defined as # jobs with at least 1 business-household connection as a % of total # jobs posted on hipages Australia High connection rates and yield growth offset subdued connection volume hipages Australia -5% hipages Group | 15 30.9 30.8 31.8 32.3 32.2 43.8 44.4 46.5 47.9 48.6 H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 $1,771 $1,978 $2,195 $2,374 $2,583 H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 • All customers now on new business platform1 price plans (includes access to job leads and job management services) • Ongoing lead price optimisation driving increased credit usage and ascensions • Retention rate3 stable at 58% • Growth in total businesses served presents opportunity to sell value-added services outside of subscription model Core customer base resilient with platform evolution expected to drive further growth +9% ARPU growth driven by migration to new platform1 price plans ARPU ($) - hipages Australia Continued ARPU growth and stable subscription customer base 1 Platform: single app combining the lead generation marketplace, and job management service 2 ‘Subscription businesses’: snapshot of hipages paying businesses on the last day of each period. ‘Total businesses served”: rolling number of trade businesses who were on a subscription or transactional product at some stage in the L12M. 3 Last 12-months MRR Retention rate (in $) for hipages Australia Total subscription businesses2 Total businesses served2 Paying trade business numbers (‘000) – hipages Australia (0.3%) +1.6% hipages Group | 16 Increased platform engagement driving improved retention ~15% of customers now using job management, frequency of use increasing 1 MAU: Monthly Active User defined as a subscription business account who used at least 1 job management feature during the month Customer Retention Rate vs. job mgmt. feature usage Increased job management use delivering clear retention benefits Retention rate benefit (incr. Retention ppt p.a.) # actions per month Causal inference model 2 4 6 8 10% 8% 6% 4% 2% 12% 0% Number of Monthly Active Users1 (000's) of job management features 1.2 1.6 2.5 3.3 3.8 4.5 3.8 4.6 4% 5% 8% 10% 11% 13% 12% 14% 15% Explorers (1 action p.m.) Adopters (2-3 actions p.m.) Power Users (4+ actions p.m.) % of total tradie base Summer break ~5 hipages Group | 17 1 Thrive Insights Research Dec 25 Brand Tracker (homeowners 30—65yo metro and regional) 2 Publicis Sapient competitive landscape analysis May 25 3 Homeowner Total Awareness at 66% based on Thrive Insights Research Dec 25 Brand Tracker (homeowners 30—65yo metro and regional) Doubling down on our market leadership position Tradie Homeowners #1 Top of Mind Awareness 1,3 For websites/apps that connect you with tradies #1 Preferred 1 Way to connect with tradies #1 for Trusted Tradies 1 Perception of trustworthy tradies on the platform #1 Top of Mind Awareness 1 For websites/apps that help you find clients/more work #1 Return On Investment 2 For digital lead generation platforms #1Way to grow your business 2 For tradies hipages Group | 18 hipages is the #1 place for tradies to grow their businesses New creative leveraging our #1 positioning Likeability Motivation Likeability Motivation 74% 55% 62% 42% TVC norm 77% 62% 49% 28% Radio norm Recall Recall 33% 30% 19% 27% Awareness 72% (+4ppts) Consideration 44% (+6ppts) New interactive product feature page, highlighting full functionality of hipages for business Thrive Insights Research Dec ‘25 Brand Health Tracker New Zealand Operations hipages Group | 20 2,623 3,082 3,227 3,377 3,579 4,128 4,278 5,370 6,379 5,703 H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 Full Subscription Hybrid subscription $704 $786 $971 $1,149 $1,615 H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 NZ shift to subscription model resulted in a more engaged and higher yield customer base and strong revenue growth • Continuing to implement learnings from Australia to further optimise the subscription model, driving strong ARPU growth • Shift to subscription model increased quality of customer base • Total businesses served creates opportunity to introduce other products outside of lead gen subscription Subscription customer numbers growing by double-digits after shift to subscription +41% ARPU growth accelerates as we optimise the NZ subscription model ARPU (A$) - hipages New Zealand Total Subscription businesses2 Total businesses served2 Paying tradie numbers (‘000) – hipages New Zealand +17% (11%) 1 ‘Subscription businesses’: snapshot of paying customers on the last day of each period. ‘Total businesses served”: rolling nu mber of customers who were on a subscription or transactional product at some stage in the L12M. hipages Group | 21 Strategic evolution R O B Y S H A R O N - Z I P S ER CEO & Co-Founder hipages Group | 22 Unlockinga significantlylarger addressable market with future new services AUS tradie directory AUS marketplace NZ marketplace Job management flow Payments Reputation Management Finance Procurement Insurance Householder monetisation Till 2021 2022-2024 Present Future hipages core business Geographic expansion: #1 across ANZ Evolution from Marketplace to Platform Expansion services & householder monetisation Illustrative selection only. Longer list of expansion services actively considered. TAM1: $1.2B (AUS Tradies spend on advertising services) TAM1: $1.8B (ANZ Tradies spend on advertising services and job management software) TAM1: $1.6B (ANZ Tradie spend on advertising services) 1 Publicis Sapient, 2024 hipages Group | 23 Expansion services will be rolled out at pace and engage bothsides of the marketplace • Servicing tradie businesses beyond lead generation and job management • Increased engagement & retention opportunity Extending our value proposition Monetising both sides of the marketplace Capital light & speedy development • Tradie businesses: active customers, potential, and past • Households: account holders, subscribers, non-subscribers • Primarily delivered through partnerships and/or small bolt-on acquisitions hipages Group | 24 Single tradie platform available: merged 2 services into 1 product Desktop version Existing customer migration to new app and pricing Multi-user capability Estimate function enhancement New price plans applied to all joining tradies Tap to Pay capability Continued progress on our technology roadmap FY24 FY25 H1 FY26 H2 FY26 Product Development: Customer migration: New platform launched in Q4 New features released Platform enhancement Quote function enhancement Scheduling function enhancement AI integration into core features Customer management function enhancement Estimate function New services hipages Group | 25 Smart Quotes Scheduling Estimates Released in H1 Saves time & admin load Reduces time spent creating quotes so tradies can focus on their work Provides market-rate insights Offers pricing guidance based on job details Enables quoting on-the-go Makes it easier to create quotes while on the field Delivers a more professional experience Tradies can generate polished, professional quotes for customers Builds confidence for rookies Guides less-experienced tradies in pricing and structuring quotes for new job types, acting as on-the-job coaching hipages Group | 26 Smart Quotes Scheduling Estimates Released in H1 Reduces double bookings Combines personal and work calendars to avoid conflicts Reduce manual entry Exports job schedules to personal calendars, removing duplicate entry Better time optimisation Improves forward planning with day/week/month views and pipeline visibility hipages Group | 27 Lightweight alternative to formal quotes Share quick, professional pricing without full commitment Speed and responsiveness Send estimates in as little as 13 seconds after accepting a lead Increased conversion and job wins Tradies are 144% more likely to mark jobs as confirmed/hired Personalisation capability Edit in-app templates to tailor messages and correct business details Smart Quotes Scheduling Estimates Released in H1 hipages Group | 28 hipages AI journey AI in search How users find us AI in our product How we can enhance user experience AI in our operations How we can achieve productivity gains We think of AI as an opportunity across 3 areas of our business: hipages Group | 29 AI in Search The changing AI landscape and how we make the tools work for us How is AI changing search behaviour? AI and LLMs are changing search behaviour as they provide users with instant, direct answers instead of requiring them to click through on traditional search results. This forces brands to optimise for AI visibility alongside search engine rankings to maximise traffic. Primary tool for AI tracking. Monitors our visibility, brand sentiment and average position vs. competitors in popular LLMs across high value prompts. Models tracked include ChatGPT, Perplexity, Gemini, AI Mode & AI Overviews. Provides sitewide and state-specific AI Overview ranking data. Monitors sessions and conversions coming from LLM referral sources. Automates and improves advertising campaigns, across user search intent, automating ad copy and web pages visitors land on. How we are tracking AI/LLMs: hipages Group | 30 AI in Search hipages is leading AI/LLM visibility vs. competitors 1 Peec.ai Line graph shows average visibility for hipages and competitors across ChatGPT, Perplexity, Gemini & AI Mode.1 hipages Other Australian online marketplaces and directories in the category LLM visibility – Percentage of chats mentioning each brand hipages Group | 31 AI in Search ChatGPT integration brings households and trades even closer together hipages Group | 32 AI in Product AI Assistant delivers a seamless end-to-end homeowner experience hipages Group | 33 Location Tracker Route Optimisation Follow Up Questions Voice in Smart Quotes AI in Product New AI features coming in H2 hipages Group | 33 hipages Group | 34 AI in Sales More efficient frontline team • AI-generated call summaries reducing admin • Pre-call tips and suggested actions based on account records to increase conversion Better customer conversations • AI-assisted quality assurance delivering actionable insights AI in Customer Service Faster case resolution • AI chat to triage and handle end-to-end customer queries AI in Software Development Core Software Development Workflows • Widescale adoption of Claude Code throughout the Engineering team increasing delivery speed • Move towards Agentic Engineering practices to further accelerate delivery Optimisation outside of Core SDLC • AI-assisted real time prototyping for research • Automated end-to-end QA process • AI based bug triage and assignment • Automated code review and security assessment AI in Operations We're embedding AI workflows and tools across the business hipages Group | 35 FY26 outlook R O B Y S H A R O N - Z I P S ER CEO & Co-Founder hipages Group | 36 FY26 targets1: continued strong growth in revenue, profitability and cash 1 Assuming no material deterioration in macroeconomic conditions impacting the Group's key markets under the existing strategy • Total revenue • EBITDA margin $90m - $91m 24% - 26% • Free Cash Flow $8m - $10m hipages Group | 36 hipages Group | 37 Questions & answers hipages Group | 38 Appendices Financial summary hipages Group | 39 H1 FY26 Financial summary ● H1 FY26 recurring revenue 98% of total revenue (H1 FY25: 97%) ● H1 FY26 gross margin of 89% gross margin3 (H1 FY25: 89%) ● H1 FY26 EBITDA margin4 expansion to 25% (H1 FY25: 21%) 1 Operating revenue refers to total revenue from ordinary activities. 2 Reclassifications have been made to comparative balances to conform with current year presentation. 3 Gross Margin is calculated as gross profit (revenue less cost of sales, which include households and tradie SEM spend, as well as merchant fees) divided by total revenue. 4 EBITDA Margin is calculated as EBITDA before significant items divided by total revenue. $’000 H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 Recurring 28,768 30,601 35,169 39,182 43,893 Transactional 737 1,472 1,747 1,414 1,006 Total Operating revenue1 29,505 32,073 36,916 40,596 44,899 Other revenue 632 548 494 3 - Total revenue 30,137 32,621 37,410 40,599 44,899 Sales 2 (3,129) (4,195) (4,826) (5,448) (5,424) Marketing2 (11,206) (9,162) (9,475) (11,083) (10,817) Technology and development (1,090) (1,747) (2,098) (2,800) (3,158) Operations and administration2 (10,481) (11,744) (12,650) (12,586) (14,330) Total operating expenses (25,906) (26,848) (29,049) (31,917) (33,729) Net other income/(expenses) (55) (4) (10) 1 12 EBITDA before significant items 4,176 5,769 8,351 8,683 11,182 Significant items (367) (130) 369 - - EBITDA after significant items 3,809 5,639 8,720 8,683 11,182 Depreciation and amortisation (4,496) (6,971) (8,266) (9,077) (8,717) Profit/(loss) before interest and income tax (687) (1,332) 454 (394) 2,465 Net finance income/(expenses) (50) (125) 56 270 346 Share of loss of equity accounted investee, net of tax (118) (187) (44) - - Gain on disposal of equity-accounted investment, net of tax - - 3,079 - - Profit/(loss) before income tax (855) (1,644) 3,545 (124) 2,811 Income tax benefit/(expenses) 25 153 160 197 (64) Profit/(loss) after income tax (830) (1,491) 3,705 73 2,747 hipages Group | 40 H1 FY26 Cash flow ● Positive operating cash flow up 37% to $12.9m as the business benefits from margin expansion and strong business momentum ● Positive net cash flow of $4.3m in H1 FY26 bolstering total cash & funds on deposit to $31.1m ● Free cash flow $’000 Cash flow from operations $12,877 Less capex – PPE ($147) Less capex – Intangibles ($7,335) Less lease payments ($1,063) Free cash flow $4,332 $’000s H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 Receipts from customers (inclusive of GST) 31,514 34,567 39,965 43,413 47,915 Payments to suppliers and employees (inclusive of GST) (27,364) (28,508) (31,168) (34,458) (35,332) Transaction costs in relation to secondary offer - - - - - Interest received 33 41 139 534 434 Income taxes (paid)/refunded - (76) 107 (89) (140) Interest paid - (2) (4) - - Net cash flows from operating activities 4,183 6,022 9,039 9,400 12,877 Payments for purchase of business net of cash acquired (7,843) (414) - - - Proceeds/(payments) for investments (6,747) - 8,400 - - Payments for property, plant and equipment (225) (771) (73) (185) (147) Payments for intangible assets (5,107) (7,691) (7,467) (7,105) (7,335) Proceeds from divestments 150 250 - - - Release/(payment) of bank guarantee funds related to leased property - - 1,037 (120) - Net cash flows used in investing activities (19,772) (8,626) 1,897 (7,410) (7,482) Payment of principle portion of lease liabilities (1,302) (1,297) (1,424) (771) (945) Payment of interest related to lease liabilities (282) (163) (138) (124) (118) Proceeds from reimbursement of office refurbishment costs - 600 - - - Cash settlement of share-based payments - (42) - - - Net cash flows used in financing activities (1,584) (902) (1,562) (895) (1,063) Net increase/(decrease) in cash and cash equivalents (17,173) (3,506) 9,374 1,095 4,332 Cash and cash equivalents at the beginning of the period 30,303 10,907 8,540 20,116 25,631 Effects of exchange rate changes on cash and cash equivalents (9) 27 4 (9) (93) Cash and cash equivalents at the end of the period 13,121 7,428 17,918 21,202 29,870 Funds on deposit 2,271 2,271 1,150 1,270 1,270 Total cash and funds on deposit 15,392 9,699 19,068 22,472 31,140 hipages Group | 41 H1 FY26 Statutory balance sheet $’000s H1 FY22 H1 FY23 H1 FY24 H1 FY25 H1 FY26 Cash 13,121 7,428 17,918 21,202 29,870 Funds on deposit - - - - - Trade and other receivables 1,681 1,852 1,399 1,438 1,394 Other assets 2,522 2,288 1,260 1,768 1,344 Current tax asset - - - 19 8 Total current assets 17,324 11,568 20,577 24,427 32,616 Funds on deposit 2,271 2,271 1,150 1,270 1,270 Equity-accounted investment 6,650 6,111 - - - Property, plant and equipment 1,664 1,719 1,007 889 1,099 Right-of-use assets 12,835 11,187 8,940 8,329 6,867 Intangible assets 28,819 32,259 31,048 29,342 28,158 Other 1,048 800 800 391 192 Total non‑current assets 53,287 54,347 42,945 40,221 37,586 Total assets 70,611 65,915 63,522 64,648 70,202 Trade and other payables 9,270 8,441 6,888 7,430 6,665 Contract liabilities 3,109 2,689 3,137 3,596 3,860 Provisions 1,786 1,789 2,004 2,191 2,655 Lease liabilities 2,719 2,939 1,520 1,777 1,955 Current tax liability 61 26 34 - - Total current liabilities 16,945 15,884 13,583 14,994 15,135 Other payables 1,448 - - - - Provisions 544 581 800 899 951 Lease liabilities 11,899 10,312 8,938 8,064 6,307 Deferred tax liability 2,951 1,966 1,479 995 886 Total non‑current liabilities 16,842 12,859 11,217 9,958 8,144 Total liabilities 33,787 28,743 24,800 24,952 23,279 Net assets 36,824 37,172 38,722 39,696 46,923 Issued capital 316,660 318,099 319,425 320,430 321,499 Reserves (219,414) (218,934) (218,762) (218,724) (217,630) Accumulated losses (60,422) (61,993) (61,941) (62,010) (56,946) Total equity 36,824 37,172 38,722 39,696 46,923 hipages Group | 42 Annual revenue per user (ARPU) The annual operating revenue divided by the average of the opening and closing number of total hipages Australia and hipages NZ (Builderscrack) tradies for the period. For H1 FY26, hipages Group ARPU of $2,497 is the blended result of hipages' ARPU of $2,583 and Builderscrack's ARPU of $1,615 (both in AUD). Gross profit margin Includes total revenue less cost of sales (household and tradie SEM spend and merchant fees). Free cash flow (FCF) Operating cash flow less lease repayment, less payments for intangible assets and PPE. Cash flows related to M&A and bank gua rantee release are not considered part of free cash flow calculations. Monthly recurring revenue (MRR) Monthly recurring revenue refers to the committed monthly subscription revenue from tradies (excluding GST) at the end of the period (i.e. December 2025 for 1H FY26). It is calculated as the number of tradie accounts multiplied by their monthly subscription price excluding GST. Paid connections Paid connections occur when a tradie claims a lead on a job posted on the hipages platform, resulting in lead credit usage. Every job posted is connected with up to 3 tradies. Subscription businesses Refers to customer tradies in AUS (hipages) and NZ (Builderscrack) committed to a monthly subscription product at the end of the period considered. Serviced businesses Refers to the total number of trade businesses which have been on a subscription or used other paid services over the last 12 months. Business-Household connection Jobs posted by householders on the hipages marketplace appear as leads to relevant trade businesses (according to our job-matching algorithm). Up to 3 businesses can successfully claim a lead: this result in a Business-Household connection. Connections are the trigger for lead credit consumption. Glossary and definitions hipages Group | 43 Disclaimer Important notice The material in this presentation has been prepared by hipages Group Holdings Limited (ASX: HPG) ABN 67 644 430 839 (“hipages” or the Company") and is general background information about hipages’ activities current as at the date of this presentation. The information is given in summary form and does not purport to be complete in every aspect. In particular you are cautioned not to place undue reliance on any forward looking statements regarding our belief, intent or expectations with respect to hipages’ businesses, market conditions and/or results of operations, as although due care has been used in the preparation of such statements, actual results may vary in a material manner. Information in this presentation or subsequently provided to the recipient of this information, whether orally or in writing, including forecast financial information, should not be considered advice or a recommendation to investors or potential investors in relation to holding, purchasing or selling securities in the Company. Before acting on any information you should consider the appropriateness of the information having regard to these matters, any relevant offer document and in particular, you should seek independent financial advice. The financial information should be read in conjunction with the basis of preparation set out in the Company’s accounts. Forward-looking statements This presentation may contain forward-looking statements which are statements that may be identified by words such as “may”, “will”, “would”, “could”, “expects”, “intends”, “anticipates”, “targets” and other similar words that involve risks and uncertainties. These statements are based on an assessment of present economic and operating conditions and on a number of best estimate assumptions regarding future events and actions that, at the date of this document, are expected to take place. No person who has made any forward-looking statements in this document has any intention to update or revise forward-looking statements, or to publish prospective financial information in the future, regardless of whether new information, future events or any other factors affect the information contained in this document, other than to the extent required by law. Such forward-looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties, assumptions and other important factors, many of which are beyond the control of the Company. This presentation also contains references to certain intentions, expectations, targets and plans of the Company. These intentions, expectations and plans may or may not be achieved. They are based on certain assumptions which may not be met or on which views may differ. To the maximum extent permitted by law none of hipages, its subsidiaries, or its respective officers, employees, agents or consultants nor any other person accepts any liability, including, without limitation, any liability arising out of negligence, for any loss arising from the use of the information.