Announcement PDF hipages Group Holdings Ltd Level 10, 255 Pitt Street, Sydney NSW 2000 ABN: 67 644 430 839 hipagesgroup.com.au ASX Release 6 November 2025 2025 AGM – Chair and CEO Addresses hipages Group Holdings Ltd (ASX:HPG) (hipages or the Group), Australia and New Zealand’s number #1 platform to connect homeowners and tradies, provides the transcripts in connection with its 2025 Annual General Meeting: • Chair address – Inese Kingsmill; and • CEO address – Roby Sharon-Zipser Watch the recording of the Chair and CEO AGM addresses at: https://investors.hipagesgroup.com.au/webinars/MP72Jr-chair-and-ceos-agm-2025-addresses. -- Ends -- Authorised for release to the ASX by the Board of hipages Group Holdings Limited. Join hipages’ Investor Hub to receive the latest updates. Register and create an account at https://investors.hipagesgroup.com.au/auth/signup Further information: Ryan Thompson +61 423 151 378 ryan.thompson@sodali.com About hipages Group (ASX:HPG) hipages Group is an online tradie marketplace and Software-as-a-Service (SaaS) platform connecting tradies with residential and commercial consumers through its platforms hipages Australia and hipages New Zealand (Builderscrack). To date, nearly 5 million Australians and New Zealanders have used hipages Group to change the way they find, hire, and manage trusted tradies, providing more work to almost 35,000 subscribed trade businesses. Tradiecore, hipages Group proprietary workflow management platform is key to the Company’s strategic evolution from marketplace to platform. Tradiecore helps tradies build better businesses by managing their whole workflow from lead generation through to payment and completion. hipages Group Holdings Ltd Level 10, 255 Pitt Street, Sydney NSW 2000 ABN: 67 644 430 839 hipagesgroup.com.au Chair’s address Good morning shareholders and thanks for joining us today for hipages Group’s 2025 Annual General Meeting. My name is Inese Kingsmill, and I am the Chair of the Company. Today, I am joined by my fellow directors; Nicholas Gray, Kate Hill, Adir Shiffman, Kate Mills, our CEO and Co-Founder Roby Sharon-Zipser, as well as Jaco Jonker our Chief Financial and Operating Officer, Kylie Quinlivan our Company Secretary and other members of the hipages Group management team. Strategic evolution and transformation in Australia and New Zealand FY25 was a transformational year for hipages Group, as we continued our evolution from marketplace to SaaS-enabled platform, while maintaining our strong and profitable growth trajectory. Our results continue to show the benefits of the disciplined strategic investments we have made, with strong marketplace activity on both sides of the marketplace. The Group continued its track record of double-digit revenue growth and achieved our FY25 guidance for revenue growth, EBITDA margin and free cash flow. We reported a statutory NPAT of $2.4 million and delivered a step change in free cash flow generation. Investing for growth The Board remains committed to disciplined capital management to ensure the Group is well positioned to fund its growth while delivering long-term value for shareholders. Our robust balance sheet was further strengthened this year by our strong free cash generation, with a closing cash balance of $26.9 million and no debt. This provides the Group with a strong foundation to continue investing in our strategic evolution, including selectively exploring inorganic opportunities to accelerate our growth and deliver additional capability. In FY25, the Board determined the best use of shareholders’ capital is to continue to invest for growth, and therefore no dividend was declared. Looking ahead, the Board will continue to balance the Group’s investment requirements with capital returns to shareholders. Building a resilient business As a technology company, we see artificial intelligence as an instrumental lever to enrich our user experience while also increasing our productivity. We are embedding generative, predictive, and agentic AI applications across our product and operations, positioning hipages to deliver greater value to both homeowners and tradies. For homeowners, this means simpler discovery and smarter ways to plan, connect, and manage projects. For tradies, it means AI-driven tools that support quoting, scheduling, customer management and business optimisation. Cyber resilience remains a high priority for the Board, and we continue to invest in advanced security and privacy technologies – including automated incident response and data detection platforms – while driving a culture of awareness across the Group to protect customer trust as digital threats evolve. hipages Group Holdings Ltd Level 10, 255 Pitt Street, Sydney NSW 2000 ABN: 67 644 430 839 hipagesgroup.com.au People and culture Our people are central to our growth, and our culture is a competitive advantage. In FY25, the Group strengthened engagement, diversity and wellbeing, fostering an inclusive and high performing workforce that lifted capability, resilience and retention. It is pleasing to see that we have retained strong team engagement, with 86% of hipages team members saying the Company is a great place to work, and the Group reporting its lowest attrition rate in more than a decade. hipages Group is also recognised by Forbes as a leader in diversity and inclusion and was ranked the #1 Best Place to Work for Women by Work180. This is a testament to the strong focus of Roby and the whole team to make hipages Group a great and inclusive place to work. As a Board, we are highly focused on ensuring that our employment practices and policies remain fit for purpose amid a changing legislative environment. We are proud to have maintained an excellent workplace health and safety record, and of achieving 100% employee completion of all internal compliance training. In FY25, the Board and management team continued our ESG journey by focusing on what we can control: the experience of our employees, our impact through operations, and the integrity of our governance systems. Rather than chase scale, we pursued authenticity. This year’s achievements reflect deliberate action in support of our long-term ambition to be the most trusted partner in the trades industry. This focus is driving superior customer experiences and ultimately underpins long-term shareholder value. Clear strategy underpinning robust outlook The Group’s strategy is clear and simple, to continue the evolution to a platform-based business and further penetrate the significant addressable market by driving stronger engagement and offering more services to our tradie customers. On behalf of the Board, I would like to thank the hipages Group team for their dedication and execution throughout the year. We feel confident in the strategic direction of the Group, and the execution capability of the team under the leadership of our CEO and Co-Founder, Roby Sharon- Zipser, who I would like to acknowledge for his leadership and vision. I would also like to thank my fellow directors for their counsel and support this year. And finally, thank you to all of you, our valued shareholders for your continued support and interest in hipages Group. I’ll now hand over to Roby to talk about our strategic evolution, market opportunities and outlook. Inese Kingsmill Non-Executive Chair hipages Group Holdings Ltd Level 10, 255 Pitt Street, Sydney NSW 2000 ABN: 67 644 430 839 hipagesgroup.com.au CEO’s address Thank you, Inese, and good morning shareholders and thanks for joining us today. A year of significant strategic delivery As Inese said, FY25 was a transformational year for hipages Group, and I am very pleased to have achieved our financial guidance while completing the most significant strategic evolution in our history. Having successfully migrated our Australian customers onto our new single tradie platform and new pricing packages on target, we are seeing encouraging signs of increased retention and engagement from the early cohorts of tradies who are actively using Tradiecore for job management, reinforcing our confidence in our platform strategy. We also successfully transitioned our New Zealand business to a full subscription model, replicating our successful model transition in Australia several years ago. Alongside this, we delivered improvements in our key drivers and a step change in free cash flow generation. Importantly, every incremental dollar of revenue generated in FY25 over the prior year delivered 47 cents of free cash. FY25 Group Financial Highlights Turning to our financial highlights for the year. MRR grew by 14% to $7.4 million, driving a 12% increase in recurring revenue to $80.8 million. Total revenue grew by 10% to $83.1 million, which was in line with our guidance from the half year. Our gross profit margin remained very strong at 89%, as we delivered a record EBITDA margin of 24%, up 2 ppts on the pcp. Net profit after tax was $2.4 million, a significant increase on the prior year. Looking at our key drivers, Group ARPU grew by 9% to $2,267, with Australian ARPU up 8% to $2,381 and New Zealand ARPU up 23%, benefiting from all tradies now being on a subscription. Our total tradie count was stable at 36.6k, with 1% growth in Australia offset by an expected decline in New Zealand as we migrated to the full subscription model. The number of tradie-homeowner connections remained at record levels at 2.8m, which reflects healthy marketplace activity. Free cash flow increased materially to $5.6 million, reflecting the significant cash generation potential of our business as we continue to invest for growth. Our strong balance sheet and expanding free cash generation give us the flexibility to pursue opportunities that accelerate our growth, with a well-developed pipeline of opportunities currently under evaluation. Well positioned to capture larger proportion of TAM The adoption of job management technology within the tradie industry remains in its early stages, and we see substantial opportunity to grow, with currently only 19% penetration of our serviceable addressable market. hipages Group Holdings Ltd Level 10, 255 Pitt Street, Sydney NSW 2000 ABN: 67 644 430 839 hipagesgroup.com.au With trades businesses and particularly sole traders becoming increasingly digital savvy, we see a huge opportunity to grow by combining our market-leading technology solution with the customer acquisition engine of our marketplace. Job Management roadmap – FY26 priorities In FY26, we are focused on driving increased engagement on Tradiecore with new features and functionalities to deliver more intuitive and tailored experiences for both tradies and homeowners. We will be releasing important new features including self-serve capabilities, while continuing to enhance job matching and lead pricing mechanics, designed to make it easier and faster for tradies and homeowners to connect. We will also continue to add new adjacent services and partner offers for our users to further drive engagement and unlock new revenue streams. We expect additional AI integration across our products and operations will further strengthen our offering and unlock new efficiencies. On track to achieve FY26 targets Our subscription model gives us great visibility over future revenues and our operating model is highly efficient and scalable, which will deliver further operating leverage, margin expansion, and free cash flow generation. With the heavy lifting of the single tradie platform and package migration and New Zealand subscription model implementation behind us, we entered FY26 with strong momentum. In FY26, we are targeting revenue growth of 10-12%, an EBITDA margin of 24-26% and free cash flow of $8-10 million. I am pleased to say we are on track to achieve these targets. Additionally, with our largely fixed cost base, we see additional operating leverage and feel confident that over the long-term at current growth rates, we can comfortably deliver a 30% management EBIT, or effectively a cash EBIT margin, as we strive to achieve the Rule of 40. Before I hand back to Inese for the formal business of the meeting, I want to say how proud I am of what we have achieved this year and how excited I am about the opportunities ahead. We have high ambitions and I am confident that we have a winning strategy and the team to deliver it. I want to thank the hipages Group team for their dedication, hard work and passion, and our Board for their guidance during this year of significant transformation. Thank you to our shareholders for your continued support as we build a strong and profitable business fit for the future. Roby Sharon-Zipser CEO & Co-Founder 6th November 2025 INESE KINGSMILL|Chair ROBYSHARON-ZIPSER I CEO &Co-Founder 2025 AGM hipages Group Holdings Limited hipages Group is ANZ’s #1 platform to connect homeowners and tradies, building better lives for everyone. To be the most trusted partner in the trade industry. Our Vision hipages Group | 4 hipages Group Board of Directors KATE HILL Independent Non-Executive Director Audit and Risk Committee Chair ROBY SHARON-ZIPSER Chief Executive Officer & Director KATE MILLS Independent Non-Executive Director Remuneration and Nominations Committee Chair NICHOLAS GRAY Non-Executive Director INESE KINGSMILL Chair and Independent Non-Executive Director ADIR SHIFFMAN Independent Non-Executive Director Meeting Agenda 1. Chair’s address 2. CEO’s address 3. Formal meeting business 4. General Q&A 5. Last call for votes 6. Meeting close hipages Group | 6 Asking questions online Asking questions Only Holders and Proxyholders are able to ask questions Click on “Ask a Question” Select “General Business” or a specific resolution Type in your questions and select “Submit” Comments on resolutions can also be submitted through “Ask a Question” hipages Group | 7 Voting online Loding your votes Click “Get a Voting Card” (top and bottom of platform) Enter your Holding Number and Postcode or your Proxy Number Click “Submit Details and Vote” Fill out your voting card for each item of business Click “Submit Vote” hipages Group | 8 I NE SE K I NG S M I L L Chair and Independent Non-Executive Director Watch a recording of the Chair and CEO's addresses at: https://investors.hipagesgroup.com.au/webinars/MP72Jr-chair-and- ceos-agm-2025-addresses Chair’s address hipages Group | 9 FY25 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 homeowners and tradies FY25 key strategic milestones Successful platform migration in AUS NZ shift to full subscription model ARPU1 growth in AUS and NZ reflecting our enhanced value proposition + Purpose: Transform the tradie industry, Building better lives for everyone EBITDA2 +20% FCF3 +162% FY24 FY25 $75.8m $83.1m Revenue +10% hipages Group | 10 CEO’s address R O B Y S HA R O N - Z IP S ER CEO & Co-Founder Watch a recording of the Chair and CEO's addresses at: https://investors.hipagesgroup.com.au/webinars/MP72Jr- chair-and-ceos-agm-2025-addresses hipages Group | 11 A year of significant strategic delivery +12% Recurring Revenue +9% ARPU FCF: $5.6m +162% on pcp3 $26.9m cash balance Including funds on deposit • Successful Single Tradie Platform1 migration • NZ business model change • Migration to new price plans2 1 Product combining lead services and job management features into a single app - released in April 2024 2 All new tradies join on new price plans; existing tradies on the old price tiers progressively moved onto the new subscription pricing as their contract come up for renewal in CY25 3 PCP: Prior corresponding period Strategic milestones & growth delivery Operating leverage driving step-change in Free Cash Flow generation $5.6m $2.1m $75.8m $83.1m +$7.3m +$3.5m vs. pcp vs. pcp 47% Cash Flow through rate hipages Group | 12 FY25 Group Financial Highlights 1. EBITDA and NPAT before significant items.FY24 Statutory NPAT of $3.6m includes a one-off profit on disposal of equity interest in an associate [+$3.1m] and a reversal of deferred consideration relating to the acquisition of a subsidiary ( Builderscrack) [+$369k]. $7.4m MRR Up 14% $80.8m Recurring revenue Up 12% $83.1m Total revenue Up 10% Revenue $19.6m EBITDA1 EBITDA Margin 24% (up 2ppt) $2.4m NPAT1 FY24: $0.1m 89% Gross profit margin FY24: 89% Profitability Key drivers 36.6k Subscription tradies Stable Australia +1% to 33.3k $2,267 ARPU Up 9% Australia +8% to $2,381 2.8m Tradie-Homeowner Connections Stable at record levels See glossary on p.18 for definitions All variances on this page refer to the pcp. Cash $26.9m Closing cash and funds on deposit FY24: $21.3m $5.6m Free Cash Flow Up 162% $22.5m Operating Cash Flow Up 17% hipages Group | 13 Well positionedto capturelarger proportion of TAM Multi-product platform more appealing to a broader tradie base 11% 19% Tradie businessesplayinginthe ‘TotalResidential’segment Tradie businessesplayingin the ‘Homeowner’ vertical and usingmarketingservices Total Addressable Market (Trade Businesses) 301k hipages AUS 33k Serviceable Available Market 175k hipages market penetration Sources: Publicis Sapient ‘Australian Tradesperson Market Sizing’ June 2024; ABS; mgmt. estimates hipages Group | 14 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 Job Management - 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 | 15 On track to achieve FY26 targets1 1 Assuming no material deterioration in macroeconomic conditions impacting the Group's key markets under the existing strategy 2 EBITDA margin before significant items • Total revenue growth • EBITDA margin2 10% - 12% 24% - 26% • Free Cash Flow $8m - $10m hipages Group | 16 Long-term potential profitability at scale HPG’s fixed cost profile amplifies operating leverage and unlocks significant profitability as the business scales 77% 73% 50% 20% 20% 20% 3% 7% 30% 100% 100% 100% FY24 FY25 Long-term (illustrative) Revenue Fixed Costs Variable Costs Management Cash EBIT1 Targeting 40-50% cash conversion2 on incremental Revenue Margin accretion over time (New Business acquisition, and other variable sales costs) (R&D, Capex, lease, other overheads ) Mgmt Cash EBIT1 long-term target 1 Includes capitalised and non-capitalised technology spend, and leases 2 47% in FY25. See page 7. hipages Group | 17 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 FY25, hipages Group ARPU of $2,267 is the blended result of hipages' ARPU of $2,381 and Builderscrack's ARPU of $1,190. Gross profit margin Includes total revenue less cost of sales (homeowner 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 guarantee 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. June 2025 for FY25). 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 tradies Refers to customer tradies in AUS (hipages) and NZ (Builderscrack) committed to a monthly subscription product. Tradie-homeowner connection Jobs posted by homeowners on the hipages marketplace appear as leads to relevant tradies (according to our job-matching algorithm). Up to 3 tradies can successfully claim a lead: this result in a tradie-homeowner connection. Connections are the trigger for lead credit consumption. Glossary and definitions hipages Group | 18 TOWNHALL STRATEGIC UPDATE |JANUARY 2024 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.