Almarai Company · TADAWUL:2280
Almarai — Investor Day (2026)
32 slides from Almarai's investor day presentation, 2026
Slide 1: Almarai Capital Markets Day 2026
choll Almarai Capital Markets Day 2026
Slide 2: Disclaimer
Disclaimer Information contained in this presentation is subject to change without further notice, its accuracy is not guaranteed, and it may not contain all material information concerning the company. We do not make any representation regarding, and assume no responsibility or liability for, the a
Slide 3: Today is about the next chapter of Almarai Company
Capital Markets Day 2026 Today is about the next chapter of Almarai Company. Fawaz Aljasser, Chief Executive Officer 3
Slide 4: Five decades of building a food champion
Five decades of building a food champion From humble beginnings to the biggest food company in the region Built organically Acquired and scaled Milestones 2000 2005 2006 2007 1977 Founded Juice IPO From dairy Bakery to food (the vision to diversify into an company F&B company) 2009 2010 2019–21 2023
Slide 5: Almarai in 2025
Almarai in 2025 A scaled, trusted and strategically important food and beverage company 22.1Bn 50,000+ Revenue Employees 19 plants 220,000+ 129 depots Highest- #1 market • 7 Poultry and 34 retailers & 12,000+ value share farms production vehicles FMCG • 8 dairy facilities brand farms 2.5Bn 150M+ • 1
Slide 6: What we do differently
What we do differently Consumers at heart Brand Trusted brands that earn loyalty and permission to enter new categories Innovation Consumer insights Enabling future growth A deep understanding of opportunities what consumers want, and where they are heading The Manufacturing Consumer Supply chain Sc
Slide 7: Since 2019, Almarai has grown strongly
The next phase of growth Since 2019, Almarai has grown strongly, and a lot has happened along the way 2019 – 2025 Progress Major developments Revenue COVID-19 and the lockdowns that affected the entire world 14Bn 22.1Bn Significant supply chain disruptions Profit 1.8Bn 2.5Bn The Russia–Ukraine war a
Slide 8: Resilience is who we are
Resilience is who we are Through it all, Almarai kept growing, and it changed who we are 2019 – 2025 Progress Top-line CAGR, with EBIT margin ~8% maintained at broadly A pillar of A resilient the same level food mindset security Invested to capture ~ 20Bn ~ opportunities and Navigating uncertainty,
Slide 9: Path to 2031
The next phase of growth Path to 2031 FY2031 ambitions vs FY2026 forecast baseline 1.5x 1.6x Revenue Earnings 31Bn 40-60% Position of strength Multiple growth Disciplined execution Cash generation Operating cash Dividend payout ratio engines and returns flow Decades of scale, trust Core categories p
Slide 10: Chris Langhorne, Chief Strategy & Planning Officer
Capital Markets Day 2026 Chris Langhorne Chief Strategy & Planning Officer 10
Slide 11: Where the next phase of growth comes from
Where the next phase of growth comes from Building on a strong track record, Almarai’s core businesses will continue to drive growth, complemented by expansion across selected categories, channels and markets Almarai 1. Core 2. Category 3. Channel 4. Geographic Strategic acceleration expansion expan
Slide 12: The next phase of the strategy
The next phase of the strategy Almarai is moving from building capacity and capabilities toward leveraging differentiated capabilities to deliver growth 2022–2026 2026–2031 Building capabilities Delivering growth 18Bn investment program Focus shifts to utilization, execution and value realization 12
Slide 13: Core acceleration
Strategic growth 1. Core acceleration 2. Category expansion 3. Channel expansion 4. Geographic expansion pillars Our core remains the largest growth pillar, supported by category acceleration and the transition from capacity expansion to utilization profitably Core categories Dairy Juice Food Bakery
Slide 14: Category expansion
Strategic growth 1. Core acceleration 2. Category expansion 3. Channel expansion 4. Geographic expansion pillars Almarai is expanding into a focused set of categories that fit its capabilities and offer a credible path to a leading, profitable position Categories Bottled Frozen Ice Red Seafood water
Slide 15: Channel expansion: Foodservice and e-commerce
Strategic growth 1. Core acceleration 2. Category expansion 3. Channel expansion 4. Geographic expansion pillars Almarai will accelerate growth in Foodservice and e-commerce while strengthening its leadership across established channels F&B market in KSA by channel mix % share E-commerce + 15-20 Bn
Slide 16: Geographic expansion
Strategic growth 1. Core acceleration 2. Category expansion 3. Channel expansion 4. Geographic expansion pillars Saudi Arabia remains the foundation, with clear priorities and defined actions across the GCC, priority MENA markets and selective seed export markets 1 Extend leadership in GCC 2 Expand
Slide 17: Strategic enablers
Strategic enablers Consumer understanding at the center, enabling the delivery of our growth strategy Strategic Pillars 1. Core 2. Category 3. Channel 4. Geographic acceleration expansion expansion expansion Consumer understanding Drives the choices Almarai makes across categories, products, channel
Slide 18: Translating choices into earnings, cash and returns
Translating choices into earnings, cash and returns The strategy defines selectively where Almarai will grow; the financial framework explains how that growth is expected to create value Strategic Financial Earnings, cash choices framework and returns 18
Slide 19: Ikram Ulhaque, Chief Financial Officer
Capital Markets Day 2026 Ikram Ulhaque Chief Financial Officer 19
Slide 20: A robust financial plan
A robust financial plan, translating strategic choices into financial resilience Improved cash generation and financial flexibility, built on strong revenue and earnings momentum Growth Profitability Cash Capital conversion discipline 150% 160% 31Bn Strong balance sheet Revenue growth Profitability
Slide 21: Growth: revenue growth of 150%
Growth Strong revenue growth of 150% 40 CAGR + 8% 35 CAGR + 9%* * Excl. Water 9% 30 25 21.0 22.1 19.6 Bn 20 18.7 15.8 15 10 Net sales growth (2021–2031F) 2021–2025: Historical 5 2026F base: ~24Bn 0 2031F: ~36Bn 2021 2022 2023 2024 2025 2026F 2027F 2028F 2029F 2030F 2031F ~35% of revenue growth Core:
Slide 22: Profitability momentum driving 160% growth
Profitability Profitability momentum driving 160% growth 5 CAGR +9% CAGR +10% 4 3 2.5 Bn 2.3 2.0 2 1.6 1.8 1 0 2021 2022 2023 2024 2025 2026F 2027F 2028F 2029F 2030F 2031F 10% 1.6X Net income CAGR Net income 2026–2031F vs 2026F Tailwinds Volume outpacing headcount; procurement and overhead efficienc
Slide 23: Cash and CAPEX
Cash and CAPEX Cumulative operating cashflow of 31Bn by 2031 Cash flow, cumulative 2027-2031 ~31Bn ~15Bn ~16Bn + ~7Bn+ operating cash flow by 2031 ~3Bn CAPEX by 2031 + ~4Bn free cash flow by 2031 3.0 Bn 1.6 1.4 0.9 -0.7 2021 2022 2023 2024 2025 2026F 2027F 2028F 2029F 2030F 2031F Free Cash Flow, 202
Slide 24: CAPEX strategy
CAPEX strategy 15Bn capex is staged across four investment priorities through 2031 1Bn 15Bn 5Bn 5Bn Billion 4Bn Farming Manufacturing Sales and Compliance Cumulative 2027- (dairy and and logistics 2031 poultry) operations 24
Slide 25: Returns: dividend increasing progressively
Returns Dividend will increase progressively, in both absolute and percentage terms during the next 5 years 1.150 1.000 1.000 1.000 1.000 60% 64% 57% 49% 43% 47% Dividend 40% payout ratio 2021 2022 2023 2024 2025 2026F 2027F 2028F 2029F 2030F 2031F 25
Slide 26: Capital allocation framework
Three priorities governing how capital is deployed through and beyond the current investment cycle Capital allocation framework Return On Net Operating Assets 12% 10% 10% 9% 9% 8% 2021 2022 2023 2024 2025 2031F High Medium Low 26
Slide 27: Closing
Closing Sustainable growth is supported by improving cash generation and financial resilience 2026F – 2031F Volume Revenue Net income Dividend +130% +150% +160% > +160% 6% CAGR 8% CAGR 10% CAGR Free cash flow RONOA ~ +4Bn +12% by 2031 by 2031 27
Slide 28: Takeaways
Takeaways 28
Slide 29: From ambition to delivery
From ambition to delivery Four takeaways from Almarai's next chapter Position of Disciplined Conversion Accountability strength 01 growth 02 03 04 Trusted brands, leading The core remains the Utilization, productivity, With regular feedback on positions, operating foundation. Expansion cash generati
Slide 30: Q&A
Q&A Ikram Ulhaque Chris Langhorne Fawaz Aljasser, Chief Financial Officer Chief Strategy & Planning Officer Chief Executive Officer 30
Slide 31: Thank You
Thank You 31
Slide 32: Investor Relations Contacts
Investor Relations Contacts investor.relations@almarai.com +966 11 528 6295 32