Domino's Pizza Group Plc · LSE:DOM
Domino's Pizza — FY2025 Earnings Presentation
41 slides from Domino's Pizza's earnings presentation, Mar 10, 2026
Slide 1: Focus on the Core – Full year results 2025
FOCUS ON THE CORE Full year results 2025 DOMINO’S PIZZA GROUP PLC 10 MARCH 2026
Slide 2: Agenda: Overview
FULL YEAR RESULTS 2025 AGENDA 1. Overview – Nicola Frampton, Interim CEO 2
Slide 3: Interim Invested
I MIGHT BE… BUT I AM HUGELY INTERIM INVESTED Classification: Internal
Slide 4: Momentum, Capability & Confidence
MOMENTUM, CAPABILITY & CONFIDENCE World class Domino’s brand, Loyal customer base of over with the #1 market share in 12m (of which c.8m are on UK&I our app) Our system wide sales are 90% digital • The Marketing Society Brand of the Year 2025 • Most Progress award at the 2025 Inclusion in Hospitalit
Slide 5: Continued Market Share Growth
CONTINUED MARKET SHARE GROWTH PIZZA TAKEAWAY VALUE MARKET SHARE +7.5ppt Full year 2024 Full year 2025 52.6 45.1 +0.7ppt Domino’s has continued 35.9 to grow share via % market share 35.2 +7.2ppt increased brand -7.1ppt 23.4 +4.6ppt strength, excellent 16.2 16.9 service and innovation. 13.0 -1.2ppt +2
Slide 6: And Broader QSR Market Share Growth
AND BROADER QSR MARKET SHARE GROWTH QSR TAKEAWAY, PPT MARKET SHARE 0.6 CHANGE: 2024 to 2025 0.34 0.4 0.2 0.10 0.1 0.1 ppt market share change 0.0 7.3% 0.0 Domino’s has continued to -0.2 market share -0.2 take share in 2025 from -0.4 total QSR takeaway market -0.6 -0.5 -0.8 -1.0 -1.0 -1.2 -1.1 -1.4 D
Slide 7: A Core-Led Growth Strategy for 2026
A CORE-LED GROWTH STRATEGY FOR 2026 1 Growing 2 Growing the revenue addressable through the market core 4 3 Operational Digital efficiency & acceleration cost discipline 7
Slide 8: Agenda: Financial performance
FULL YEAR RESULTS 2025 AGENDA 2. Financial performance – Richard Snow, Interim CFO 8
Slide 9: FY25 Financial highlights
FY 25 Financial highlights SUSTAINED FREE CASH FLOW GENERATION IN A TOUGHER OPERATING ENVIR ONMENT TOTAL ORDERS 1 LFL SALES DPG revenue SYSTEM SALES £1595.6m 71.1M +0.2% £685.4m +1.5% (0.9)% +3.2% 2 ebitda Underlying Free cashflow 2 eps Underlying Proposed FY dps £ 133.9m £80.7m 17.6p 7.7p (6.6)% (4
Slide 10: System Sales and Order Count Trends
SYSTEM SALES AND ORDER COUNT TRENDS Quarterly profile COLLECTIONS ORDER COUNT RETURNED TO GROWTH IN Q2 Delivery & collection analysis Q1 Q2 Q3 Q4 2.1% 2.1% System sales 1.4% £1596m +£ 13.4m 0.5% 0.5% +£10.5m £1572m +0.9% +3.6% 1.5% - 0.6% DELIVERY COLLECTION - 1.5% - 1.8% 2024 2025 Total sales growt
Slide 11: System and DPG Sales Performance
SYSTEM AND DPG SALES PERFORMANCE SYSTEM REVENUE GROWTH AND GROWTH FROM CORPORATE STORE ACQUISITIO NS £m FY25 FY24 % change UK system sales 1,513.3 1,492.5 +1.4% Ireland system sales 82.3 79.0 +4.2% • Ireland system sales driven by FY24/5 store openings • Supply chain rev: order count decline Total s
Slide 12: Analysis of Underlying EBITDA
ANALYSIS OF UNDERLYING EBITDA £m FY25 FY24 % change Supply chain centre EBITDA 126.7 137.1 - 7.6% Net royalties 44.6 44.0 1.5% - Supply chain margin down c1%: o Lower volumes, product mix Net overheads, property & incentives (48.8) (43.2) 13.1% o Higher NAF support / eComm Corporate stores 10.6 6.6
Slide 13: Income Statement Below EBITDA
INCOME STATEMENT BELOW EBITDA Underlying, £m FY25 FY24 % change Group EBITDA 133.9 143.4 - 6.6% - D&A: SCC automation; larger corporate store Depreciation & Amortisation (22.7) (18.4) +23.4% estate; IT investment Net finance costs (20.0) (17.7) +13.0 % - Net finance costs increased due to higher Pro
Slide 14: Non-Underlying Items
NON -UNDERLYING ITEMS £m FY25 FY24 • Shorecal impairment (acquired March 24): Shorecal impairment (10.4) - o UK 2024 budget, UK economy Gains on disposals (FY25: Full House; FY24: London) 9.9 21.4 o Driver employment transition in RoI o White space opportunity remains solid; slower execution (site i
Slide 15: Free Cash Flow
FREE CASH FLOW STRONG FREE CASH FLOW GENERATION DESPITE DECREASE IN UNDERLYING EBITDA £m FY 25 FY 24 Group EBITDA 133.9 143.4 • IFRS 16: acquisition of Victa and completion of Remove contribution from investments (2.4) (3.3) the SCC 5 lease IFRS 16 – net lease payments (7.7) (5.6) • Underlying worki
Slide 16: Capital Allocation Framework
CAPITAL ALLOCATION FRAMEWORK CAPITAL ALLOCATION CAPITAL SOURCES POLICY FY25 OUTCOME PRIORITIES • Support sustainable growth Invest in core business £24.1m capex • Rigorous internal capex hurdles Strong Free Cash Flow generation: £80.7m + Progressive dividend • • Sustainable and progressive policy Ta
Slide 17: Investing to Support Our Core
INVESTING TO SUPPORT OUR CORE C.£24M CAPEX IN FY25 SUPPLY CHAIN NEW STORE ECOMM c.£6m SCC5 c.£9M CAPEX DEVELOPMENT c.£2M c.£7M 5th supply chain Automation / maintenance. Opens late March 2026 Shorecal /Victa store Investment and Cost efficiency against DR, costs and growth innovation inflationary pr
Slide 18: Outlook & guidance
Outlook & guidance Outlook – a good start to FY26 • Current trading – The positive momentum experienced across the 2025 Christmas trading period has continued into the first 10 weeks of 2026 • CHICK 'N' DIP (launched 9 Feb) – Trading has started well • Current trading supports our expectations for a
Slide 19: Agenda: Delivering our strategy
FULL YEAR RESULTS 2025 AGENDA 3. Delivering our strategy – Nicola Frampton, Interim CEO 19
Slide 20: Focus on the core – Strategic update
Focus on the core Strategic update Nicola Frampton Interim CEO
Slide 21: A Core-Led Growth Strategy for 2026
A CORE-LED GROWTH STRATEGY FOR 2026 1 Growing 2 Growing the revenue addressable through the market core 4 3 Operational Digital efficiency & acceleration cost discipline 21
Slide 22: Growing revenue through the core: One More Time
Growing 1 revenue through the core ONE MORE TIME
Slide 23: Our Winning Formula to Drive 'One More Time'
OUR WINNING FORMULA TO DRIVE ‘ONE MORE TIME’ PRODUCT SERVICE IMAGE ‘GOOD VALUE FOR MONEY’ PRICE +10ppts since 2022 Source: Brand Ignite brand tracker (UK)
Slide 24: Product – Long Term Pipeline of Innovation
PRODUCT – LONG TERM PIPELINE OF INNOVATION PROTECT & GROW BEST DRIVE FREQUENCY MAXIMISE REVENUE CUSTOMERS Trend flavours drive excitement for Products for different occasions and New Sides & Desserts drive high frequency customers seasonal offers drive frequency additional spend
Slide 25: Product – Health Strategy Offers Choice
PRODUCT –HEALTH STRATEGY OFFERS CHOICE CREATE COMMUNICATE REFORMULATE Develop range of Make it easy to find Gradual changes on key products for lighter without disrupting the ingredients to improve appetites customer journey nutritional balance 25
Slide 26: Service Excellence
SERVICE EXCELLENCE AVERAGE DELIVERY TIME (MINS) 26.32 24.98 24.52 DELIVERED ON TIME 24.30 81.7% +6.8ppt vs 2022 2022 2023 2024 2025 2025 YTD
Slide 27: Image - Driving Brand Fame and Populating Culture
IMAGE - DRIVING BRAND FAME AND POPULATING CULTURE +91% +56% YoY UNPAID SOCIAL YoY CONSUMER PR PIECES IMPRESSIONS (2,475) (1.2bn)
Slide 28: Consistent Pricing Helping Customers Shop App/Web
CONSISTENT PRICING HELPING CUSTOMERS SHOP APP/WEB Domino’s Value Perceptions 50% 47% 45% 44% (+3ppts) 40% 39% 35% (+10ppts) 30% 29% 25% 20% 2022 2023 2024 2025 2025 Good deals / offers Good value for money Source: Brand Ignite brand tracker (UK)
Slide 29: Growing the addressable market: Chicken
2 Growing the addressable market CHICKEN
Slide 30: Chicken Doubles Our Addressable Market
CHICKEN DOUBLES OUR ADDRESSABLE MARKET LEADER IN PIZZA SIGNIFICANT HEADROOM IN CHICKEN ~£3 BN ~£3 BN Market Value Market Value Pizza Chicken QSR Takeaway QSR Takeaway 52.6% 3.8% Share Share Source: Worldpanel by Numerator. All data 52we to 28th December 2025 Copyright © Worldpanel by Numerator 2026.
Slide 31: Creating a Sustainable Growth Opportunity
CREATING A SUSTAINABLE GROWTH OPPORTUNITY 8m …Domino’s have not yet bought chicken 87% …would consider ordering Immediate 1,400 customer No additional capex required Deliver in 25 minutes distribution points Source: Chicken Consumer QuMind Survey (n = 600)
Slide 32: Delivering a World of Flavour
DELIVERING A WORLD OF FLAVOUR
Slide 33: Digital Acceleration
3 Digital acceleration DIGITAL ACCELERATION
Slide 34: Advancing Our Digital and AI Capabilities
ADVANCING OUR DIGITAL AND AI CAPABILITIES WE ARE DIGITAL FIRST APP IS OUR KEY ORDERING PLATFORM Online % Total Sales 91% APP FIRST APP SUPPORTED App % Online DPG Sales FREQUENCY GROWTH +10 75% 4.33 Ppts +2M ORDERS +32 81% PPTs 4.19 43% Actual Frequency Without App Migration Jan Mar May Jul Sep Nov J
Slide 35: Delivering a Better Customer Experience
DELIVERING A BETTER CUSTOMER EXPERIENCE PRE-SHOP SHOP POST-SHOP +29% +3.9ppts LATE revenue ROI App Conversion DELIVERY from media Rate Since 2022 Automated since 2022 Free Pizza Improvement in marketing Generous late delivery & service Always improving the core experience effectiveness communication
Slide 36: A Wealth of Opportunities Still Ahead of Us
A WEALTH OF OPPORTUNITIES STILL AHEAD OF US AI LOYALTY GIFT CARDS ~£9bn* UK Gift Card market In-house built deep learning neural networks for product quality Scaling our Loyalty Pilot to everyone Untapped Gift Card market Source: The UK gift card market generates c.£9–10bn of retail spend annually.”
Slide 37: Operational Efficiencies & Cost Discipline
4 Operational efficiency & cost discipline OPERATIONAL EFFICIENCIES & COST DISCIPLINE
Slide 38: Investment in Capacity to Support World Class Supply Chain
INVESTMENT IN CAPACITY TO SUPPORT WORLD CLASS SUPPLY CHAIN Avonmouth capacity available 99.9% in late March Accuracy Required for Domino’s growth in distribution Avonmouth Supply Chain Centre 99.9% Food Availability Automated chilled & frozen warehouse Optimises radial 4200 Deliveries distribution p
Slide 39: Relentless Focus on Productivity & Cost Discipline
RELENTLESS FOCUS ON PRODUCTIVITY & COST DISCIPLINE LABOUR COST DISCIPLINE OPERATIONAL EFFICIENCIES Driving more efficient Ongoing improvements scheduling and across processes and tighter management systems to reduce waste of labour deployment. and increase savings. 14 productivity projects identifie
Slide 40: A Core-Led Growth Strategy for 2026
A CORE-LED GROWTH STRATEGY FOR 2026 1 Growing 2 Growing the revenue addressable through the market core 4 3 Operational Digital efficiency & acceleration cost discipline 40
Slide 41: One More Time...
ONE MORE TIME... we oot THIS