INVESTOR PRESENTATION Including FY 17 Results FUNDAMENTALS PROVIDING SERVICES TO AA MEMBERS SINCE 1905 Brought under common Founded by Patrols on 35% share Launched Patrols issued ownership with DriveTech and motoring bicycles and of 2m cars on the Roadwatch and with diagnostics Saga in the Auto Windshields IPO enthusiasts uniforms road Relay equipment Acromas Group acquired 26 June 1905 1907 1909 1912 1939 1949 1973 1992 1999 2003 2004 2007 2009 2010 2014 1st AA insurance Launched New fleet Launched AA members Acquired by BSM acquired, policy AA Routes and to enable four AA Driving voted to private equity launch Home AA Stars wheel patrols School demutualize the groups CVC and Services AA and join Permira Fund Centrica Group 2 THE LEADERSHIP TEAM Bob Mackenzie Martin Clarke Executive Chairman Chief Financial Officer Previously Chairman and CEO of National Car Parks Previously Partner and Global Head of Consumer for and its subsidiary Green Flag Permira Prior to that CEO of Sea Containers Prior roles at Cinven, Silverfleet and and Chairman of PHS Group board member of New Look and Gala Coral Mike Lloyd Janet Connor Commercial Director Restructuring and Insurance Director Previously Partner at Oliver Wyman focused on Previously Managing Director at More Than; MD at Consumer Service businesses in FS, Energy, Home, Ageas-owned over-50s broker RIAS from 2006 to 2011 TV and Telecoms Accountable for Insurance Underwriter and Membership Responsible for Roadside Assistance and Insurance policies and governance Services, marketing and digital functions Oliver Kunc Kirsty Ross Operations Director Membership Services Director Previously Managing Director of Central Heating Previously Strategy and Innovations Director; Installations at British Gas; prior roles at Barclays, BA Principal at Oliver Wyman and LEK consulting Responsible for Motoring Services, Media and Driving Responsible for operations including patrols, School businesses, connected car strategy and deployment, call centres and technical development Group strategy 3 ROADSIDE ASSISTANCE AT THE CORE Roadside Assistance Insurance Services Driving Services Trading Revenue 4% Consumer Broking Driving Schools 14% 3.3m paid personal Members Leading insurance broker Largest driving school in the UK (by pupils) Average income per Members Predominantly motor and £158 home AA and BSM brands 79% 82% retention 1.9m policies 10% of pupils in highly Roadside Assistance fragmented market Average income per policy Insurance Services B2B £70 2,607 instructors franchised Driving Services 10.0m business customers Home Services DriveTech Largely pay-for-use Trading EBITDA Developing home emergency Provides driver awareness Average income per B2B 4% position training, fleet management customer £20 and driver training 17% Financial Services AA-branded partnership with Bank of Ireland 79% 100k products in first full year 4 RESILIENT AND CASH GENERATIVE BUSINESS MODEL £m Trading EBITDA Revenue 979 971 974 984 973 893 931 943 940 755 794 808 369 371 366 395 423 430 415 403 292 334 219 273 Year to Year to 13 months FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 Dec 2005 Dec 2006 to Jan 2008 £m Operating cash flow Cash Conversion 102% 100% 101% 94% 92% 433 431 420 371 371 FY13 FY14 FY15 FY16 FY17 Note: 2005, 2006, 2008 and 2009 unaudited; FY 17 excludes Ireland business disposed of in August 2016. 5 MARKET LEADERSHIP AND HIGH BARRIERS TO ENTRY Widely recognised and trusted brand Consumer market share Others 50% of households hold an AA product 19% Unique deployment IP 40% GF 3,000 patrols; average tenure 12 years 14% attending 10,000 breakdowns per day RAC 27% 82% of breakdowns repaired at roadside 3.6m B2B market share B2B 2.4m 67% Consumer 0.7m 63% 50% Motor Fleets and Leasing AVA manufacturers Source: Industry sources; Note: The number of breakdowns for GreenFlag is last year’s number 6 A TRUSTED BRAND BASED ON EXCELLENT SERVICE LEVELS Which? total test score Call handling 80% in 20 seconds Major providers Repair rate 82% 74% App usage >22% Average call time <5 minutes 66% Call to arrive time 45 minutes 64% AA “moment of truth” survey (%) 22% 26% 31% 57% 66% 53% September 2016 Which? Recommended Provider Overall experience Service provided Overall experience for consumer and Manufacturer for with the AA by Patrol over the phone 11th successive year Excellent Very Good 7 LONG TERM STRATEGIC PARTNERS Contract wins in the last two years: Lex Autolease, Porsche, Volkswagen Group Recent renewals or extended contracts: Alphabet, Barclaycard Buying Group, BT,G4S,Hertz, Isuzu, Lexus, Lotus, MG, Northgate, Subaru, South West Ambulance Trust, Toyota, Venson, Vauxhall STRONG BRAND IN INSURANCE Insurance Services Core insurance revenue breakdown Brand consideration for switching Motor Insurance Other 9% 40% Direct Line 35% Aviva 30% Home Motor Admiral 39% 52% 25% Churchill 20% Tesco LV= AA 15% Axa Hastings Direct No 1 motor insurance broker in the UK private 10% Swinton Saga car insurance market Unprompted awareness (%) Esure 5% MoreTh>n No 2 private home insurance broker in the UK 0% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% 22% Consideration (%) Source: GfK FRS Study September 2016 9 RELATIVE RESILIENCE OF MEMBERSHIP BUT CHALLENGES IN RECENT YEARS Under-investment in AA Members (m) systems, brand and AA Membership vs GDP Growth UK GDP growth (%) capabilities 5.0 20% Legacy of short-term decision making 4.0 15% Membership run-up and reduction following Premium position not demutalisation 3.0 10% underpinned by marketing, US savings and advertising, proposition loan crisis Oil Crisis Financial 2.0 crisis 5% IT platform dated and constraining growth 1.0 0% (except Deployment system) 0.0 -5% 1975 1980 1985 1990 1995 2000 2005 2010 2015 10 STRATEGY TO TRANSFORM THE AA Grow our core Roadside Assistance business Reverse long standing decline Strengthen the AA to become the pre- eminent membership services Refresh advertising and marketing organisation in the UK Evolve new channels for Membership growth Strengthen our B2B positioning Revolutionise the customer Expand our technology capability experience through investing in the Strengthen IT systems and processes brand and embracing new technologies Realise the potential of digitalisation Develop our connected car positing Reduce Group borrowings and the Build on our brand associated interest costs Widen reach of AA Insurance through Underwriter Grow AA financial services position 11 THE UK’S PRE-EMINENT MEMBERSHIP SERVICES ORGANISATION Market leader Resilient, with a high return trust brand business model Clear strategy to Platform for revenue transform the AA for a growth and accelerated digital age cash generation 12 FY 17 RESULTS 28 March 2017 DEFINITIONS The following definitions apply throughout • Trading Revenue: Revenue excluding discontinued operations, business disposed of and exceptional revenue items • Trading EBITDA (earnings before interest, tax, depreciation and amortisation): excludes exceptional items, items not allocated to a segment and the Ireland discontinued business • Cash conversion: net cash flow from continuing operating activities before tax and exceptional items divided by Trading EBITDA • Continuing adjusted basic EPS: Earnings per share excluding discontinued operations adjusts for a number of one-offs of which the largest are exceptional items, items not allocated to a segment, and exceptional finance costs • Personal Members and Business Customers: measured as the number at the period end • IPT: Insurance Premium Tax 14 Headlines Bob Mackenzie AGENDA Financials Martin Clarke Strategy Bob Mackenzie 15 HEADLINES GOOD PROGRESS TO DATE IN YEAR 2 OF THE TRANSFORMATION Transformation gaining momentum Results in Strong Growth in paid personal Members line with cash expectations generation App used in 22% of personal breakdowns Call outs up 5% but costs partially offset Productivity improved Cost of Total dividends First motor insurance policy growth since 2008 borrowings of 9.3p reduced recommended Cost savings on target Normalised capex levels in sight A platform for sustainable growth The UK’s pre-eminent Membership services organisation 17 FINANCIALS FINANCIAL HEADLINES Trading Revenue up 1.6% at £940m despite IPT increase • Roadside up 2.5% to £742m Trading EBITDA up 0.2% at £403m • Roadside up 1.1% to £365m Trading EBITDA margin 42.9% (FY 16: 43.5%) Adjusted EPS 21.3p (FY 16: 21.8p) Cash conversion 92% (FY 16: 101%) Net debt of £2,704m (6.7x Trading EBITDA) post refinancing in December Total dividends of 9.3p per share recommended In line with market expectations 19 P&L £m FY17 FY16 YoY Items not allocated to segment reflect pension and share based payments Trading Revenue 940 925 +2% Exceptional items mainly restructuring activities and provision for potential refund Trading EBITDA 403 402 - of customers with duplicate breakdown Items not allocated to a segment (20) (18) +11% cover Depreciation & amortisation (67) (51) +31% Increase in depreciation and amortisation due to elevated capex and roll out of first Exceptional operating items including impairment (32) (36) -11% phase of IT transformation spend Operating profit 284 297 -4% Increase in PBT primarily reflects the Net finance cost (184) (288) -36% decline in net finance cost due to the Profit before tax 100 9 +91 absence of one-off costs from the prior year refinancing Tax expense (26) (10) +160% Tax expense reflects current tax charge of Profit/(loss) for the period from continuing 74 (1) +75 £20m; effective tax rate of 22% operations Basic EPS – continuing operations 12.2 (0.2)