Sligro Food Group N.v. · EURONEXT:SLIGR
Sligro Food — Investor Day (March 2026)
34 slides from Sligro Food's investor day presentation, Mar 5, 2026
Slide 1: Capital Markets Day Sligro Food Group
Capital Markets Day Sligro Food Group 5 March 2026
Slide 2: Agenda & presenters
Agenda & presenters Agenda Presenters 1• Sligro Food Group today Koen Slippens CEO Sligro Food Group 2• Reflecting on 2020 – 2025 With the Company since 1998 3• Vision 2030 Rob van der Sluijs 4• Looking forward: Financial update CFO Sligro Food Group With the Company since 2007 5• Key takeaways 1
Slide 3: Sligro Food Group today
1 Sligro Food Group today
Slide 4: Sligro Food Group at a glance
Sligro Food Group at a glance Revenue by channel Delivery 63% Leader in the food service market in the Netherlands and Belgium Comprehensive range of food and food-related non-food products and Cash-and-carry 37% services in the wholesale market 1935 4,604 foundation of Sligro Food Group employe
Slide 5: Helping food professionals through intense customer focus and operational excellence
Helping food professionals through intense customer focus and operational excellence Helping every professional in food truly get ahead Vision compass "Helping every professional in food truly get ahead“ is our guiding principle Balance between intense customer focus and excellence in execution Five
Slide 6: Efficient organisational set-up driving nationwide coverage
Efficient organisational set-up driving nationwide coverage Central distribution centre and service office in Veghel (NL) The Netherlands Belgium Nationwide coverage with cash & carry and delivery Cash & carry and nationwide coverage of delivery Integrated digital platform (order – invoices – data –
Slide 7: Integrated customer approach through powerful combination of delivery and Cash & Carry
Integrated customer approach through powerful combination of delivery and Cash & Carry Cash & Carry Delivery National chains Regional clusters Regional food professional SME & Hobby chef Nationally operating food Regional food professional service formulas such as Regionally operating food operating
Slide 8: Reflecting on 2020 – 2025
Reflecting on 2020 — 2025 | =z
Slide 9: Markets have developed fundamentally different than anticipated when we launched 2020-2025 strategy
Markets have developed fundamentally different than anticipated when we launched 2020-2025 strategy Market developments presented significant headwinds… …impacting the execution of our strategy Market growth vs. inflation (2019=100) Completed 200 • Strong COVID recovery surpassing pre-COVID 150 sale
Slide 10: Sligro Food Group successfully defended market share, but grew mostly with lower margin national chains
Sligro Food Group successfully defended market share, but grew mostly with lower margin national chains Revenue breakdown by customer type Commentary 100% Focused regional sales strategy improved win/loss ratio and supported stable market share, driven by growth in national chains and the GEPU acq
Slide 11: Sligro Food Group showed tangible progress, but did not deliver on all 2025 targets
Sligro Food Group showed tangible progress, but did not deliver on all 2025 targets Target Current Status EBITDA Target 2025: 7.5% of sales ~ 2025A EBITDA margin: 5.8% of sales Belgium structurally profitable ~ Progress on strategy, but structural profitability not yet achieved Outgrown the ma
Slide 12: Multiple profitability initiatives completed, but full targeted margin step-up not yet realised
Multiple profitability initiatives completed, but full targeted margin step-up not yet realised Attractive mid-term EBITDA actuals vs. targets (recap 2023 CMD) Mid-term targets are still in progress Positive impact Actual 2025 EBITDA % impact Largely completed with further upside potential in case o
Slide 13: Belgium recovered slower than anticipated, with revenue trajectory insufficient to show profitability
Belgium recovered slower than anticipated, with revenue trajectory insufficient to show profitability The BeNe integration has been completed successfully, and the Belgian network operates smoothly Platform The failure of the first SAP integration, delayed the integration and pushed optimisation
Slide 14: Vision 2030
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Slide 15: Macroeconomic context: A moderate economic climate limits autonomous growth opportunities
Macroeconomic context: A moderate economic climate limits autonomous growth opportunities Demographic Economic Labour market Global Technological Increasing ageing Limited economic Labour remains Scarcity of raw AI becomes part of visible both in the growth: structurally scarce materials c
Slide 16: The food service market is gradually recovering as customer expectations increase
The food service market is gradually recovering as customer expectations increase Key challenges Market developments Customer expectations for our customers Growth stagnates due to geopolitical Customers expect convenience and instability, global supply chain predictability: Insight into delivery Re
Slide 17: Vision 2030: strategic framework to deliver on strategic priorities
Vision 2030: strategic framework to deliver on 3 strategic priorities Regional food 4 client clusters National chains Regional clusters professional SME & Hobby chef 1 2 3 3 strategic Profitable growth through focus Growth and operational Fundamentally lower From strategic priorities to priorities a
Slide 18: Vision 2030 strategy: key priorities
Vision 2030 strategy: 3 key priorities Vision 2030 1 2 3 Profitable growth Growth and operational Fundamentally lower through focus and profitability in Belgium cost base sharp choices in the Netherlands 17
Slide 19: Profitable growth through focus and choices in NL
1 Profitable growth through focus and choices in NL National chains Regional clusters Regional food professional SME & Hobby chef Improve Maintain returns Maintain returns Maintain returns Recover Ambition returns in line returns Above-market growth Above-market growth Lift on market growth with mar
Slide 20: Zooming in on the client related key initiatives
1 Zooming in on the 3 client related key initiatives Performance of national chains Healthy regional growth SME & Hobby Chef Accelerating growth in NL and BE National chains contribute to Ambition within regional clusters Maintain profitability, realise profitability improvement 2030 Expand
Slide 21: Growth and operational profitability in BE (1/3)
2 Growth and operational profitability in BE (1/3) Belgian market is highly fragmented Top-3 players in Belgium combined have less than 15% market share Seven national chains… < 15% Market in Belgium is fragmented while scale is required for efficient operations 85% …complemented by a wide range of
Slide 22: Growth and operational profitability in BE (2/3)
2 Growth and operational profitability in BE (2/3) Clear path toward sustainable profitability in Belgium Commentary 1 Targeting revenue of EUR 500m+ by 2030… 1 Revenue growth driven through a well- 500+ defined roadmap of strategic initiatives 384 Scale is essential for a sustainable and 2 3 pro
Slide 23: Growth and operational profitability in BE (3/3)
2 Growth and operational profitability in BE (3/3) Well-defined roadmap for Belgium Customer average annual 1 Stable operations and expansion of the sales force growth rate 2 Brand awareness campaign and articulation of USPs 5-10% 3 Expansion of existing customer portfolio within current licences 4
Slide 24: Fundamentally lower cost base
3 Fundamentally lower cost base Planned OPEX reduction of nearly 1.5% through various initiatives OPEX % of sales 25% Central overhead Operational improvement 24% 23% 22% 21% 20% OPEX % 2025 Suitable organisation IT & Analytics CRM Pick strategy SMDC OPEX % 2030 Central overhead Operational improvem
Slide 25: Multiple 'big bets' identified to underpin the operationalisation of the 5 building blocks
Multiple ‘big bets’ identified to underpin the operationalisation of the 5 building blocks 12 "Big bets" form the key initiatives for achieving the 5 building blocks Big Bets Healthy growth Efficient & effective Winning proposition Reinforced foundation Responsible business 1 Growth & returns in Bel
Slide 26: Improved positioning of CRM to raise customer satisfaction and reduce cost
Improved positioning of CRM to raise customer satisfaction and reduce cost CRM positioned as the core of all customer interactions Well-defined approach CRM Service & Support Building a winning proposition: 2026 2030 Ambition 2030 CRM positioned as the core of all customer interactions, being the ba
Slide 27: Selected digital transformation initiatives driving structural margin improvement
Selected digital transformation initiatives driving structural margin improvement Modern digital operating model powered by Data & AI, enabled by a simplified and scalable technology foundation ERP transformation enabling an integrated and standardised operating backbone Further integration and harm
Slide 28: Looking forward: Financial update
4 Looking forward: Financial update
Slide 29: Vision 2030 strategy translated into tangible mid-term targets
Vision 2030 strategy translated into tangible mid- term targets Mid-term targets (2030) Profitable growth through focus Margin accretive revenue growth with a healthy revenue mix and sharp choices in the in the Netherlands Netherlands Belgium >EUR 500m revenue and structurally EBIT positive Vision G
Slide 30: Margin improvement initiatives targeting 7.5% mid-term EBITDA margin
Margin improvement initiatives targeting 7.5% mid-term EBITDA margin Targeting 7.5% EBITDA by 2030 EBITDA % 7.5% EBITDA margin to be achieved between 2028 – 2030 with exact timing 10% depending on successful implementation of big bets and market developments 8% TARGET: >7.5% 6% 4% >7,5% 5,7% 2% - 20
Slide 31: Sligro will continue a balanced capital allocation trajectory prioritising investments and dividend
Sligro will continue a balanced capital allocation trajectory prioritising investments and dividend Maintain Dividend Excess Cash Investments M&A Strengthen the fundament Policy Selective and disciplined Returns with investments in the Committed to return acquisitions with focus on Share buy-back an
Slide 32: Key takeaways
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Slide 33: Key take-aways
Key take-aways Sligro Food Group is a leading company in the food service market in the Netherlands and Belgium Valuable lessons learnt from recent years, which have been translated into 2030 priorities 3 key strategic priorities: 1) 1 Profitable growth NL 2) 2 Growth and operational profitability i
Slide 34: About this document
About this document Disclaimer forward-looking statements: This presentation contains forward-looking statements. Forward-looking statements are statements that are not historical facts, including (but not limited to) statements expressing or implying the beliefs, expectations, intentions, forecasts