Teract · EURONEXT:TRACT
Teract — Investor Presentation (November 2025)
35 slides from Teract's investor presentation, November 2025
Slide 1: Investor Presentation
Investor Presentation NOVEMBER 2025
Slide 2: Contents
Contents 01 TERACT at a glance 02 Review of activities 03 2024-2025 Financial highlights 04 Corporate Social Responsibility (CSR) 05 Strategy and outlook 06 2 Conclusion
Slide 3: TERACT at a glance
TERACT at a glance TERACT
Slide 4: Founders’ vision for TERACT
Founders’ vision for TERACT Pooling of the founders’ respective Serving as an incubator for high added value and well-known strengths in farming, retail renowned gardening & food brands, concepts and and innovation with the ambition to create a leading banners, with already more than 1,671 points of
Slide 5: A sound shareholding structure
A sound shareholding structure Combination of agricultural, food and retail expertise of InVivo Group / InVivo Retail TERACT with the 2MX Organic SPAC in 2022: shareholders1 • InVivo Group: #1 agricultural cooperative in France with more than half of French farmers / #2 in Europe with the InVivo Ret
Slide 6: Consistent building of an innovative retail platform over the years
Consistent building of an innovative retail platform over the years 1977 2014 2017 2018 2019 2020 2021 2022 2023 2024 2025 Creation of Gamm First opening of a Acquisition and Acquisition Launch of the Noé Integration of Initiation of the InVivo Retail and TERACT adopts its Launch of the TERACT Vert
Slide 7: A specialist retail platform with complementary businesses
A specialist retail platform with complementary businesses Multi-banner specialist with strong Garden Centre and Pet Retail Food Retail concepts and brands Businesses offering complementary €752,6M1 1,536 88 % €142,6M1 135 9% Revenues stores franchised Revenues stores franchised seasonality, strong
Slide 8: Diversification of Retail activities in leading businesses in France
Diversification of Retail activities in leading businesses in France Gardening retail E-commerce Fresh market Historical business with Good growth prospects for Recently developed business, set a leading position in France gardening e-commerce in to grow driven by the search, by a A business charact
Slide 9: Complementary stores’ locations
Complementary stores’ locations 90% of the French population lives less than 20mn away from a TERACT point of sale 9 All figures as of 30 June 2025.
Slide 10: Responsible and sustainable consumption at the heart of the growth model
Responsible and sustainable consumption at the heart of the growth model Demand for Client-centric next-generation approach consumption 4 customer types Quality in gardening Durability and pet shops Traceability Enhancing the Convenience in-store shopping and value-chain experience integration throu
Slide 11: Review of activities
11 Review of activities TERACT
Slide 12: Strengthening performance and asserting leadership in gardening retail
Strengthening performance and asserting leadership in Garden Centre and Pet Retail gardening retail Gamm vert Delbard French leader with 1,117 stores, Jardiland Garden centre banners focused 94% franchised, GMV of €1,251.5M; on gardening design and located historical player (since 1977) #2 French le
Slide 13: Adapting the fresh Food offerings to meet customer expectations in Food Retail
Adapting the fresh Food offerings to meet Food Retail customer expectations in Food Retail Grand Marché Frais d’Ici La Marnière Fresh market stores Fresh covered market stores • 9 corners with premium positioning operated by local agricultural • 3 stores in the Paris area, acquired in 2022, 100% own
Slide 14: Accelerating the development of the Boulangerie Louise model
Accelerating the development of Food Retail the Boulangerie Louise model Boulangerie Louise • Acquisition of Boulangerie Louise in 2022 • #4 bakery and snacking network in France with 125 stores (North, West and Greater Paris area), 90% owned • 75 bakery, pastry and snacking SKUs; 100% of bread knea
Slide 15: 2024-2025 Financial highlights
2024-2025 Financial highlights 03 15
Slide 16: 2024-2025 key financial highlights: Revenue
2024-2025 key financial highlights Revenue Consolidated revenue (1) : €895.2M, +0.1% vs 2023/2024 (en €M) 2024/2025 2023/2024 and +1.2% on a comparable basis(2) Garden Centre/Pet Retail revenue of €752.6M, +0.2% o/w +1.8% on Revenue (1) 895.2 894.7 a comparable basis: Adjusted EBITDA (3) 54.1 56.4 •
Slide 17: Key financial highlights: Adjusted EBITDA and Current operating income
2024-2025 key financial highlights Adjusted EBITDA and Current operating income Adjusted EBITDA (2) : €54.1M (en €M) 2024/2025 2023/2024 • Almost stable vs 30 June 2024 in an environment where inflation struggles to stabilize Revenue (1) 895.2 894.7 • This sustained performance was supported by ener
Slide 18: Key financial highlights: Operating income and net income
2024-2025 key financial highlights Operating income and net income Current operating income of €(10.1)M as of 30 June 2025 vs (en €M) 2024/2025 2023/2024 €(10.4)M as of 30 June 2024, progressing in light of the impacts that were observed on adjusted EBITDA Revenue (1) 895.2 894.7 Operating Income of
Slide 19: Key financial highlights: Free cash flow & Net debt
2024-2025 key financial highlights Free cash flow & Net debt Free cash flow: €66.3M as of 30 June 2025 vs €21.8M as of 30 June Net debt of €496.3M as of 30 June 2025 vs €499.2M as of 30 June 2024 2024 • Strong increase in cash flow from operations, in a still • Its level remains stable vs 30 June 20
Slide 20: Corporate Social Responsibility (CSR)
Corporate Social Responsibility (CSR) 04 20
Slide 21: TERACT, “société à mission”
TERACT, “ société à mission” (Corporate with a mission) With each day bringing further evidence of the growing need to radically overhaul human production and consumption methods, TERACT has adopted a “raison d’être” in alignment with its goals under the PACTE Law with the aim of reshaping the futur
Slide 22: Leveraging the 3 CSR strategic pillars
Leveraging the 3 CSR strategic pillars Products Engaging with stakeholders Building a range of healthy, Engaging with employees and stakeholders across the responsible products and services Group to achieve our social ambitions and meet new and providing access to them Activities consumer expectatio
Slide 23: Commit to strong CSR targets by 2030
Commit to strong CSR targets by 2030 2024/2025 results Products 80% of our positive impact offering (own brands and Bakery products revenue) 56% Products and packaging 80% of the amount of plant-based products purchased from suppliers with a biodiversity label 70% 50% of purchases from suppliers tha
Slide 24: Focus 1 – Environmental protection
Focus 1 – Environmental protection “Trinov tool” supervision and optimisation of waste “CITRON plan”: real time management across all monitoring of in-store of our sites electricity consumption via a dedicated platform Thanks to these measures electricity consumption at Implementation of the energy
Slide 25: Focus 2 – Responsible consumption
Focus 2 – Responsible consumption 56% of exclusive own-brand products with a positive impact (Revenue own-brand and Bakery products) 6,625 references of exclusive own-brand in gardening retail tested (i.e. 76%) in 2024/2025 against five criteria categories: 01 04 Packaging Origin of manufacture (rec
Slide 26: Focus 3 – Employee well-being
Focus 3 – Employee well-being A wide-range approach to Health & Safety and Diversity & inclusion... ...which is beginning to show results A defined Health A decrease of and Safety policy Tools implemented to facilitate the integration of people with disabilities -7.8% 3% Co-developed and in the freq
Slide 27: Strategy and outlook
Strategy and outlook TERACT
Slide 28: Consolidating the business model to strengthen leadership in Garden Centre/Pet Retail
Consolidating the business model to strengthen leadership in the Garden Centre/Pet Retail market Own brands at the Multi-channel heart of the value chain approach Focused on the An increasingly balanced range, offering a More flexible strengthening the greater selection of own-brand labels, with end
Slide 29: Refocusing of the core businesses and return to more agile and flexible models
Refocusing of the core businesses and return to more agile and flexible models Ramping up towards more agile models in Refocusing and transitioning to franchising in Garden Food Retail Centres New store openings Continual improvement of stores, offerings and concepts Development focused on Expansion
Slide 30: Strengthening of the omnichannel and digital strategy
Strengthening of the omnichannel and digital strategy for an optimised customer experience Gradual expansion of the multi- channel model < 2024 - Launch of a multi-brand Continuous development of marketplace Click & Collect: multiple delivery models enabling to optimise 2023 - Revamping of existing
Slide 31: Operating, strategic and financial outlook (1/2)
Operating, strategic and financial outlook (1/2) As part of its roadmap and following an in-depth review of its businesses, TERACT launched a new phase of its development on 27 June 2025. In Garden Centre/Pet Retail, TERACT will continue the strategic development of its own brands, with a penetratio
Slide 32: Operating, strategic and financial outlook (2/2)
Operating, strategic and financial outlook (1/2) The disposal of stores by the end of June 2026 should therefore total an amount to be cashed-in of €35 million. The majority will operate on a franchise basis, which would thus imply a loss of around 10% of annual consolidated revenue for 2024-2025 (o
Slide 33: Conclusion
33 Conclusion TERACT
Slide 34: The best placed retailer to capture new consumption habits
The best placed retailer to capture new consumption habits A sustainably transformed offering, with the development of own brands and franchises, to increase CSR at the heart of the model the model’s flexibility and and strategy, contributing to the profitability emergence of new, more sustainable c
Slide 35: Disclaimer
Disclaimer This document has been prepared for informational purposes only. It does not constitute an offer to sell or an offer to buy TERACT shares in any country, including France. The dissemination, publication, or distribution of this document may be subject to specific regulations or restrictio