Zabka Group · GPW:ZAB
Zabka — Investor Day (October 2025)
83 slides from Zabka's investor day presentation, October 2025
Slide 1: Investor Day
Investor Day Warsaw, October 2025
Slide 2: Investor Day: Tomasz Suchański, Group CEO
Investor Day Tomasz Suchański Group Chief Executive Officer
Slide 3: Growth and IPO highlights
Nearly Platform 12k MSCI ESG Stores in Poland 1H’25 for growth in Rating of Street Food 6.1% LFL established AAA + 1,256 New stores1 1H’25 2025 New version of the +0.4 pp Gallup App 122 Adj. EBITDA margin Exceptional YoY growth Workplace award Stores in Romania as of Sep’25 IPO 2024 GROWTH Numbe
Slide 4: Secular market tailwinds strengthen our leading position
Urbanisation Our leading position Wealth increase on the market is strengthened by secular market tailwinds, Opportunities for Modern underpinning the shift Convenience of consumer preferences Shift to online towards modern convenience Lifestyle shift Food preferences
Slide 5: Constantly innovating convenience for 25+ years
CONSTANTLY INNOVATING CONVENIENCE FOR 25+ YEARS Old Concept Format Evolution Ultimate Tech-powered Corner Store Modern Convenience Future Convenience Ecosystem 2000-2015 2016-2019 2020-2024 2025 & BEYOND Selected Grocery Adjusted Grocery Adjusted Grocery + Expanded QMS Selected Services Expand
Slide 6: Ultimate tech-powered convenience ecosystem
ULTIMATE TECH-POWERED CONVENIENCE ECOSYSTEM TOUCHING CONSUMERS’ EVERY WAKING HOUR PHYSICAL CHANNELS DIGITAL CHANNELS Leading convenience Żappka consumer app network of nearly Gateway to the Ultimate 12k stores Tech-powered Convenience Ecosystem 18m 10.9m Consumers live within Users of the app5 500
Slide 7: Selected non-financial highlights: our ESG performance
SELECTED NON-FINANCIAL HIGHLIGHTS: OUR ESG PERFORMANCE TRANSPARENCY & VALIDATION 2025 results SUSTAINABLE LIFESTYLE Undergo external ESG assessments 2025 top 2026 commitment AAA 2024 results and ratings MSCI ESG Rating Multiply the sales value of own brand 1.8bn products promoting a sustainabl
Slide 8: Growth and innovation are embedded in our DNA
GROWTH and INNOVATION are embedded in our DNA
Slide 9: Investor Day: Tomasz Blicharski, Chief Strategy Officer
Investor Day Tomasz Blicharski Group Chief Strategy & Development Officer
Slide 10: On track to double sales to end customers 2023-2028
WE REMAIN ON TRACK TO DELIVER ON OUR LONG-TERM STRATEGY OF DOUBLING SALES TO END CUSTOMERS BETWEEN 2023 & 2028 Strategic aspirations 1,000+ p.a.1 Mid- to high-single-digit ~5x increase in revenue new store openings annualized LfL growth 2x+ Sales to End Customers 2023 Sales to End Customers New sto
Slide 11: On track to double sales to end customers 2023-2028
WE REMAIN ON TRACK TO DELIVER ON OUR LONG-TERM STRATEGY OF DOUBLING SALES TO END CUSTOMERS BETWEEN 2023 & 2028 Strategic aspirations NEW 1,300+ p.a.1 Mid- to high-single-digit ~5x increase in revenue new store openings annualized LfL growth Incremental StEC growth due to faster expansion 2x+ Sales
Slide 12: On track to double sales to end customers 2023-2028
WE REMAIN ON TRACK TO DELIVER ON OUR LONG-TERM STRATEGY OF DOUBLING SALES TO END CUSTOMERS BETWEEN 2023 & 2028 Strategic aspirations NEW 1,300+ p.a.1 Mid- to high-single-digit ~5x increase in revenue new store openings annualized LfL growth 2x+ Sales to End Customers 2023 Sales to End Customers New
Slide 13: We accelerate expansion amid extended store network runway
WE ACCELERATE EXPANSION AMID EXTENDED STORE NETWORK RUNWAY Total long-term white space potential vs.~14.5k previously ~16k ~4k ~4k ~12k ~12k 2025 2026-28 2028 Store network Openings Store network
Slide 14: We accelerate expansion amid extended store network runway
WE ACCELERATE EXPANSION AMID EXTENDED STORE NETWORK RUNWAY Total long-term white space potential ~19.5k in PL ~27k and ~7.6k in RO vs.~14.5k previously ~11k Incremental ~15k runway ~16k ~4k ~4k RO white space upgraded to 7.6k stores vs. 4k as at IPO 2025 Store ~12k ~12k ~12k network 2025 2026-28 20
Slide 15: Accelerating store network growth with confidence
ACCELERATING STORE NETWORK GROWTH WITH CONFIDENCE We accelerate openings pace… 1,300+ stores to be opened every year in Poland and Romania We have a strong … as our newly opened … with high availability conviction in Romania … with good customer stores perform of prime locations expansion as traffi
Slide 16: On track to double sales to end customers 2023-2028
WE REMAIN ON TRACK TO DELIVER ON OUR LONG-TERM STRATEGY OF DOUBLING SALES TO END CUSTOMERS BETWEEN 2023 & 2028 Strategic aspirations NEW 1,300+ p.a.1 Mid- to high-single-digit ~5x increase in revenue new store openings annualized LfL growth 2x+ Sales to End Customers 2023 Sales to End Customers New
Slide 17: Evolving customer value proposition fueling like-for-like growth
EVOLVING CUSTOMER VALUE PROPOSITION FUELING LIKE-FOR-LIKE GROWTH Street food platform launched— setting the stage for even greater QMS growth ahead Strategic roadmap of new Digitally services rollout, designed enabled to elevate customer traffic by the leading and unlock cross-selling consumer a
Slide 18: On track to double sales to end customers 2023-2028
WE REMAIN ON TRACK TO DELIVER ON OUR LONG-TERM STRATEGY OF DOUBLING SALES TO END CUSTOMERS BETWEEN 2023 & 2028 Strategic aspirations NEW 1,300+ p.a.1 Mid- to high-single-digit ~5x increase in revenue new store openings annualized LfL growth 2x+ Sales to End Customers 2023 Sales to End Customers New
Slide 19: Digital customer offering increases addressable market and growth
DIGITAL CUSTOMER OFFERING INCREASES GROUP’S DIRECT ADDRESSABLEMARKET AND REVENUE GROWTH PROFILE DCO YESTERDAY DCO TODAY & BEYOND NEW On track with 5x Sales to End Customers growth in DCO segment, from both existing and new businesses NEW After break-even in 2024, positive EBITDA contribution NEW
Slide 20: We have strong cash generation capabilities
WE HAVE STRONG CASH GENERATION CAPABILITIES Key parameters growth dynamics rebased Consistent topline growth, asset-light operational Index design of our business Growing headroom for capital FCF1 coupled with prudent capital deployment to shareholders management underpin our om capabilities to
Slide 21: Best-in-class business model + prudent capex = growth + dividend
Best-in-class business model + Prudent capex = Growth + Dividend
Slide 22: Investor Day: Marta Wrochna-Łastowska, Group CFO
Investor Day Marta Wrochna-Łastowska Group Chief Financial Officer
Slide 23: Optimized capital structure unlocks greater potential for returns
STRONG UNDERLYING PERFORMANCE AND OPTIMIZED CAPITAL STRUCTURE UNLOCK GREATER POTENTIAL FOR SUSTAINABLE DISTRIBUTION OF RETURNS For many years, we have followed a long-term Value Creation Sales to End Customers, (PLNbn) 1 Plan that has served as our compass and driven our strong Strong performance.
Slide 24: Delivering on short-term guidance, confident on near-term outlook
WE HAVE BEEN DELIVERING ON OUR SHORT-TERM GUIDANCE AND ARE CONFIDENT ABOUT NEAR-TERM OUTLOOK 2024 2025 Store network NEW Store openings pace1: 1,000 ~1,300 p.a. expansion GROWTH Mid- to high-single-digit range Like-for-Like 1H’25: 6.1%; Q3’25 expected to be mid-single-digit On track Adj. EBITDA
Slide 25: Accelerating cash returns to shareholders
Strong growth in Operating Cash Flow – Stable Capex – Declining Debt Service = Accelerating Cash Returns to Shareholders
Slide 26: Topline expansion powers strong operational cash flow
TOPLINE EXPANSION POWERS STRONG OPERATIONAL CASH FLOW... Cash Flow from Operations (post-rent) TIME For illustrative purposes only
Slide 27: Reinvested in strategic growth and core maintenance
... REINVESTED IN STRATEGIC GROWTH AND CORE MAINTENANCE ... Cash Flow from Operations (post-rent) Our Capex spend (-) Capex is disciplined and remains under strict control, gradually decreasing over time in relation to Sales to End Customers Cash Flow = Available for Debt Service TIME For illustrat
Slide 28: Increasing excess cash, creating headroom for shareholder value
... INCREASING EXCESS CASH, CREATING HEADROOM TO REASSESS CAPITAL ALLOCATION AND ENHANCE SHAREHOLDER VALUE Cash Flow from Operations (post-rent) (-) Capex Financial interest, (-) deleveraging Available Dividend = cash headroom TIME For illustrative purposes only
Slide 29: Comfortable and efficient capital structure achieved
COMFORTABLE AND EFFICIENT CAPITAL STRUCTURE ACHIEVED Cost of capital In September 2025 we successfully refinanced our debt — extending tenor and lowering margin — amplifying the benefits of our optimized capital OPTIMAL ZONE structure TARGET 0 0.5x 1.0x 1.5x 2.0x 2.5x Leverage ratio1 For illustrat
Slide 30: Strategic capex allocation prioritizing growth-driven initiatives
STRATEGIC CAPEX ALLOCATION—PRIORITIZING GROWTH-DRIVEN INITIATIVES... Illustrative Żabka Group’s Capex breakdown Of which: (% split within Growth Capex) Incl. new store openings, ~60% Store expansion logistics Incl. LfL initatives, increasing Maintenance Group ~30% Store upgrades ~20% ~80% Growth s
Slide 31: Maintenance investments sustain operational backbone
…ALONGSIDE MAINTENANCE INVESTMENTS TO SUSTAIN A HIGH-QUALITY OPERATIONAL BACKBONE Illustrative Żabka Group’s Capex breakdown Of which: (% split within Maintenance Capex) ~30% Technology ~30% Stores ~80% Group ~20% Growth Maintenance Capex ~15% Logistics ~25% Other Excl. Property Fund
Slide 32: Capital allocation policy framework
CAPITAL ALLOCATION POLICY – FRAMEWORK New Allocation Policy to deliver Long-Term Value Creation reflects the following guiding principles: (i) focus on growth, (ii) targeted leverage, (iii) M&A optionality and (iv) dividend distribution Growth remains our NEW 1,000~1,300 Expansion Guidance revised
Slide 33: Mid-term guidance updated with accelerated expansion and dividend payout
MID-TERM GUIDANCE UPDATED WITH ACCELERATED EXPANSION AND EXPECTED DIVIDEND PAYOUT Store network NEW Target ~16k stores1 by the end of 2028 (+1.5k vs. previous guidance) expansion GROWTH Like-for-Like Mid- to high-single-digit range Adj. EBITDA Stable EBITDA margin towards the top end of our 12 - 1
Slide 34: Investor Day: Adam Manikowski, CEO Żabka Polska
Investor Day Adam Manikowski, PhD CEO of Żabka Polska Business Unit
Slide 35: On track to double sales to end customers 2023-2028
WE REMAIN ON TRACK TO DELIVER ON OUR LONG-TERM STRATEGY OF DOUBLING SALES TO END CUSTOMERS BETWEEN 2023 & 2028 Strategic aspirations NEW 1,300+ p.a.1 Mid- to high-single-digit ~5x increase in revenue new store openings annualized LfL growth 2x+ Sales to End Customers 2023 Sales to End Customers New
Slide 36: On track to double sales to end customers 2023-2028
WE REMAIN ON TRACK TO DELIVER ON OUR LONG-TERM STRATEGY OF DOUBLING SALES TO END CUSTOMERS BETWEEN 2023 & 2028 Strategic aspirations NEW 1,300+ p.a.1 Mid- to high-single-digit ~5x increase in revenue new store openings annualized LfL growth 2x+ Sales to End Customers 2023 Sales to End Customers New
Slide 37: Quality of expansion safeguarded by a robust AI model
QUALITY OF OUR EXPANSION IS SAFEGUARDED BY A ROBUST AI MODEL… Analysis of AI-driven Location Implementation potential sales potential evaluation & opening 1 3 5 7 Technical, HeatMap analytics Turnover on - site of plans and lease & competition verification 2 4 6
Slide 38: Proven successful: exceptional store economics
… WHICH HAS PROVEN TO BE EXTREMELY SUCCESSFUL Exceptional store economics Successful in all types of catchments Payback period1, 2017 – 2023, # of months Payback periods by city2, 2023, # of months 20 14 11 12 12 12 9 ~1% Store closure rate 2017 2021 20224 20234 Small Medium Large city city ci
Slide 39: Winning format replacing traditional trade and sourcing locations
OUR WINNING FORMAT IS SUCCESSFULLY REPLACING TRADITIONAL TRADE AND SOURCING ATTRACTIVE LOCATIONS FROM OTHER SECTORS ...in our superior Sourcing best locations from traditional trade... ...and other sectors... franchise offer Number of small format stores in Poland Number of bank outlets1 Number of
Slide 40: Still a lot of room to grow in Poland
THERE IS STILL A LOT OF ROOM FOR US TO GROW IN POLAND, WHICH LEADS US TO GUIDANCE INCREASE ON STORE OPENINGS Target rollout plan 2025-2028 19.5k 7.5k white space ~12k Existing stores Overall white space
Slide 41: Still a lot of room to grow in Poland
THERE IS STILL A LOT OF ROOM FOR US TO GROW IN POLAND, WHICH LEADS US TO GUIDANCE INCREASE ON STORE OPENINGS Target rollout plan 2025-2028 Breakdown of white space left by city size 19.5k Warsaw 7.5k white 10% space Large cities 26% ~12k Small cities 46% Existing stores 18% Medium cities Overall whi
Slide 42: Still a lot of room to grow in Poland
THERE IS STILL A LOT OF ROOM FOR US TO GROW IN POLAND, WHICH LEADS US TO GUIDANCE INCREASE ON STORE OPENINGS Target rollout plan 2025-2028 Breakdown of white space left by city size Saturation% 19.5k Warsaw 58% 7.5k white 10% space Large cities 26% 63% ~12k Small cities 46% Existing stores 57% 18% M
Slide 43: Still a lot of room to grow in Poland
THERE IS STILL A LOT OF ROOM FOR US TO GROW IN POLAND, WHICH LEADS US TO GUIDANCE INCREASE ON STORE OPENINGS Target rollout plan 2025-2028 Breakdown of white space left by city size Saturation% 19.5k Warsaw 58% 7.5k white 10% space Large cities 26% 63% Average for Poland: ~12k Small cities 46% 60% E
Slide 44: Still a lot of room to grow in Poland
THERE IS STILL A LOT OF ROOM FOR US TO GROW IN POLAND, WHICH LEADS US TO GUIDANCE INCREASE ON STORE OPENINGS Target rollout plan 2025-2028 Breakdown of existing store network 19.5k Warsaw 7.5k white 9% space 29% Large cities ~12k Small cities 42% Existing stores 20% Medium cities Overall white space
Slide 45: On track to double sales to end customers 2023-2028
WE REMAIN ON TRACK TO DELIVER ON OUR LONG-TERM STRATEGY OF DOUBLING SALES TO END CUSTOMERS BETWEEN 2023 & 2028 Strategic aspirations NEW 1,300+ p.a.1 Mid- to high-single-digit ~5x increase in revenue new store openings annualized LfL growth 2x+ Sales to End Customers 2023 Sales to End Customers New
Slide 46: LFL growth underpinned by traffic and basket size initiatives
LFL GROWTH UNDERPINNED BY INITIATIVES DRIVING TRAFFIC AND BASKET SIZE Street Food Expanded range of everyday Continued innovation as a part of QMS services of products All stores +20 services 614 newproducts Equipped with street food ovens Available in the stores exclusive to Żabka, introduced
Slide 47: LFL growth underpinned by traffic and basket size initiatives
LFL GROWTH UNDERPINNED BY INITIATIVES DRIVING TRAFFIC AND BASKET SIZE Street Food Expanded range of everyday Continued innovation as a part of QMS services of products All stores +20 services 614 newproducts Equipped with street food ovens Available in the stores exclusive to Żabka, introduced
Slide 48: Street food: new offer with great success upon launch
STREET FOOD – NEW OFFER WITH GREAT SUCCESS UPON THE LAUNCH, ACTING AS A VEHICLE FOR FUTURE GROWTH – THIS IS JUST THE BEGINNING OF THE JOURNEY Goal: Acquiring “non-customers” 1 2 3 4 5 Customer Awareness Product Price & Promotion Franchisee Experience Communication Gastronomy New Pricing Store-in-St
Slide 49: Launching street food: echoes of our coffee beginnings
LAUNCHING OUR STREET FOOD OFFERING: ECHOES OF OUR COFFEE BEGINNINGS Coffee sales per store, 2023 = 100% 120% 2017-2019 Galaxy 100% full coverage 80% 60% 40% 20% 0% 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Slide 50: Street food launch: early success, long-term potential
STREET FOOD LAUNCH: EARLY SUCCESS, LONG-TERM POTENTIAL STAGE 1: Awareness STAGE 2: Conversion STAGE 3: Retention STAGE 4: Advocacy Pizza French Panini Coffee fries Chicken Tortillas Hot dog nuggets Burgers Zapiekanki Toasties
Slide 51: LFL growth underpinned by traffic and basket size initiatives
LFL GROWTH UNDERPINNED BY INITIATIVES DRIVING TRAFFIC AND BASKET SIZE Street Food Expanded range of everyday Continued innovation as a part of QMS services of products All stores +20 services 614 newproducts Equipped with street food ovens Available in the stores exclusive to Żabka, introduced
Slide 52: Enhancing service scope and cross-sell frequency
ENHANCING SERVICE SCOPE AND CROSS-SELL FREQUENCY Every Second Customer Parcels: using our services Collaboration with new partners - e.g Allegro Delivery makes a purchase Improving user experience Increasing cross-selling in our store Vouchers and lunch cards: Collaboration with major global EVE
Slide 53: LFL growth underpinned by traffic and basket size initiatives
LFL GROWTH UNDERPINNED BY INITIATIVES DRIVING TRAFFIC AND BASKET SIZE Street Food Expanded range of everyday Continued innovation as a part of QMS services of products All stores +20 services 614 newproducts Equipped with street food ovens Available in the stores exclusive to Żabka, introduced
Slide 54: Innovation-driven grocery assortment
INNOVATION-DRIVEN GROCERY ASSORTMENT Offer aligned with Customer needs 30-40 innovative and exclusive, ready-to-eat own brands’ solutions implemented each quarter Convenient packaging for increasing Creative design and recipes, Customer satisfaction following latest trends
Slide 55: LFL growth underpinned by traffic and basket size initiatives
LFL GROWTH UNDERPINNED BY INITIATIVES DRIVING TRAFFIC AND BASKET SIZE Street Food Expanded range of everyday Continued innovation as a part of QMS services of products All stores +20 services 614 newproducts Equipped with street food ovens Available in the stores exclusive to Żabka, introduced
Slide 56: Over 5,000 screens installed in Żabka stores
Over 5,000 screens installed in Żabka stores App user generates a basket higher than a non-user by appx. 20%
Slide 57: Investor Day: Anna Grabowska, Żabka International
Investor Day Anna Grabowska Managing Director, Żabka International
Slide 58: 1+ year in Romania: solid Bucharest base, scaling outward
1+ YEAR IN ROMANIA: SOLID BUCHAREST BASE, SCALING OUTWARD... 122 stores in 3 regions in Romania
Slide 59: Becoming convenience offering frontrunner in Romania
WITH OVER 120 ACTIVE STORES, BECOMING CONVENIENCE … OFFERING FRONTRUNNER IN ROMANIA # of stores as of EoP Store network by format +122 Traffic 109 122 14% 87 60 26 0 May - start of Ops 3Q 4Q 1Q 2Q Sep 86% 2024 2025 Residential 44% brand awareness 4 temperature 30%+ QMS share 100+ Store Agents in Bu
Slide 60: Format well received by the local customer
FORMAT HAS BEEN SO FAR WELL RECEIVED BY THE LOCAL CUSTOMER Customers recognize Froo with high-quality QMS … … translating into consistent store and increase frequency offering distinguishing Froo traffic growth of purchases… from competition… “Original, As % of tickets Daily number of transactio
Slide 61: Romanian operations ramping up quickly, closing gap to Poland
ROMANIAN OPERATIONS ARE RAMPING UP QUICKLY AND CLOSING THE GAP TO POLAND Stores opened Avg. daily tickets in Romania last year with Performance to be further enhanced by: positive contribution as % of avg. daily tickets in Poland margin Store expansion Range and pricing Introduction 100% increasing
Slide 62: Long-term white space upgraded to c. 7,600 stores
TOTAL LONG-TERM WHITE SPACE POTENTIAL UPGRADED TO C. 7,600 STORES Store network size c. 2x Current view c. 7,600 Announced during IPO 4,000 122 Current Pre-entrance Long-term white space white space
Slide 63: Growth powered by synergies and know-how
GROWTH POWERED BY SYNERGIES AND KNOW-HOW We leverage Group skill and scale to accelerate Romania development and to establish ways of working enabling growth International Data Brand sourcing & technology Processes outsourced Procesess, standards, to the Group tools & know-how B2B model
Slide 64: Investor Day: Wojciech Krok, Managing Director, Żabka Future
Investor Day Wojciech Krok Managing Director, Żabka Future
Slide 65: Digital engagement as a consumer megatrend
The increasing digital engagement as a consumer megatrend offers significant momentum for the expansion of our digital customer solutions Digital 68% 85% of Polish population of Polish population using grocer Engagement using retailer apps1 loyalty schemes2 Source: 1 Based on GfK. 2 Based on PM
Slide 66: Digital growth: an important pillar of our strategy
DIGITAL GROWTH - AN IMPORTANT PILLAR OF OUR STRATEGY Strategic aspirations NEW 1,300+ Mid- to high-single-digit ~5x increase in revenue p.a.1 new store openings annualized LfL growth 2x+ Sales to End Customers 2023 Sales to End Customers New store openings LfL growth Digital Customer Offering 2028F
Slide 67: Mobile app, digital businesses, effective technology
NEW NEW DIGITAL MOBILE APP BUSINESSES (DCO) EFFECTIVE TECHNOLOGY, DATA & AUTOMATION
Slide 68: Mobile app, digital businesses, effective technology
NEW NEW DIGITAL MOBILE APP BUSINESSES (DCO) EFFECTIVE TECHNOLOGY, DATA & AUTOMATION
Slide 69: Mobile app at the center of our digital strategy
WE CONTINUE TO PUT OUR MOBILE APP IN THE CENTER OF OUR DIGITAL STRATEGY Developing digital app-based services: • bus tickets • insurance • parcels (new UX) • taxi service • delayed payment (beta test) Generating incremental store revenue through: • coupons • meal deals • personalized offers B
Slide 70: Mobile app at the center of our digital strategy
WE CONTINUE TO PUT OUR MOBILE APP IN THE CENTER OF OUR DIGITAL STRATEGY Strong user base growth indicating increased importance of this channel Our digital services generate for user communication incremental customer activity while scaling up 27% growth in sales made across the offering: with the a
Slide 71: Mobile app, digital businesses, effective technology
NEW NEW DIGITAL MOBILE APP BUSINESSES (DCO) EFFECTIVE TECHNOLOGY, DATA & AUTOMATION
Slide 72: The rationale for DCO in Żabka Group
THE RATIONALE FOR DCO IN ŻABKA GROUP Increases our revenue Has synergies Significantly increasing DAM growth profile with our core business Ability to monetize 10m+ Tangible support for core digital users modern convenience business
Slide 73: Our progress
OUR PROGRESS We have delivered on our promise to break even on our digital businesses in 2024 We keep our commitment to deliver 5x revenue of 2023 in 2028 In 2025 we expect to be on track to reach our 2028 targets In 2026 we expect to accelerate this growth We continue on a fast growth trajectory
Slide 74: Solid growth and synergies from existing businesses
SOLID GROWTH AND SYNERGIES WITH THE GROUP FROM EXISTING BUSINESS… Further growth of Dietly marketplace and Strong revenue and EBITDA growth YoY own catering brands Vertical Integration with Żabka Implementing Dietly e-Commerce solution in Maczfit New core system and e-Commerce Expansion of mobile
Slide 75: Potential in the new businesses
… AS WELL AS POTENTIAL IN THE NEW BUSINESSES Installed over 5,000 digital screens across Żabka store footprint e-Commerce logistics proposition based making ŻabkaAds one of the leading digital OOH providers in Poland on Żabka’s logistics network is being developed Ability to use retail media for bo
Slide 76: Mobile app, digital businesses, effective technology
NEW NEW DIGITAL MOBILE APP BUSINESSES (DCO) EFFECTIVE TECHNOLOGY, DATA & AUTOMATION
Slide 77: Tech backbone supporting successful execution
TECH BACKBONE SUPPORTING THE GROUP’S SUCCESSFUL EXECUTION Core tech Increasing efficiency - declining proportion of technology-related costs compared to Sales to End Customers GenAI and Data Science Newly formed entity GreenHive - achieved significant savings for Żabka Group Launched GenAI based c
Slide 78: Mobile app, digital businesses, effective technology summary
NEW NEW DIGITAL MOBILE APP BUSINESSES (DCO) Significant improvement On track to deliver in all app parameters 5x revenue in 2028 Effective center Existing businesses with clear of our digital ecosystem growth plans and realizing group synergies Multiple inititives focused on gaining LfL and
Slide 79: Investor Day: Jolanta Bańczerowska, Group Chief People Officer
Investor Day Jolanta Bańczerowska Group Chief People Officer
Slide 80: Overview of Żabka's organization
OVERVIEW OF ŻABKA’S ORGANIZATION Żabka has a modular group organization Recognized Employer of Choice CEO BU Żabka BU Żabka BU Żabka Strategic Leadership Polska Future International CEO Managing Managing Chief Chief Strategy Chief 3 Times of Żabka Polska Director of Żabka Director of Żabka Financ
Slide 81: Teams combine deep market expertise with ability to execute
OUR TEAMS COMBINE DEEP MARKET EXPERTISE WITH ABILITY TO EXECUTE AT SCALE Our experience and perspectives Trained by the best come from: Various industries: Retail, e-commerce, financial services, management consulting, FMCG Across different geographies: Local and international Highly desired wor
Slide 82: Highly engaged culture
HIGHLY ENGAGED CULTURE Resulting in strong employee Defined by 4 core values engagement and satisfaction Established in 2018, have guided every decision we make >8x more engaged than average Polish company Engagement score in 2024 82% 10% average Polish company and 21% Global Responsibility Openness
Slide 83: Unique ability to attract and retain employees
UNIQUE ABILITY TO ATTRACT AND RETAIN EMPLOYEES Increasing ability to retain Generation split of employees1 Gender split of company1 Average years of service 4.9 4.9 >50 4. 6 4.3 8% <30 4.1 40-50 Female 26% 38% 24% 62% 41% Male 2021 2022 2023 2024 2025 30-40 Average age - 36 12% of employees in digit