Waberer's International Nyrt. · BET:WABERERS
Waberer's International Nyrt — Investor Day (May 2026)
27 slides from Waberer's International Nyrt's investor day presentation, May 15, 2026
Slide 1: Waberer's Group Investor Day 2026
Budapest, May 15, 2026 WABERER’S GROUP Investor Day - 2026 Building the number one complex logistics provider and a leading Hungarian insurance group in Central and Eastern Europe 1
Slide 2: Disclaimer
DISCLAIMER This presentation may contain forward-looking statements. Statements that are not historical facts, including statements about our beliefs and expectations, are forward-looking statements. These statements are based on current plans, estimates and projections, and therefore should not hav
Slide 3: Agenda
AGENDA I. 2025 annual and 2026 Q1 results II. Impact of the macroeconomic and political environment on Waberer’s III. Management expectations for 2026 IV. Financing structure V. Status of business development projects VI. Holding structure & rebranding 3
Slide 4: 2025 Annual Results
2025 ANNUAL RESULTS In line with the trend of recent years, all profit lines expanded significantly in 2025, driven primarily by inorganic business developments CONSOLIDATED REVENUE (EUR m) • Consolidated revenue (2025) • Revenue growth from Hungarian Post Insurance Companies and new business +20% +
Slide 5: Quarterly Financial Performance
QUARTERLY FINANCIAL PERFORMANCE EBIT performance expanding year by year; significant headroom for further investments due to low leverage, with seasonally low but stable profitability in Q1 GROUP EBIT (EUR m) +0.5% 18.0 15.7 16.5 14.3 12.1 12.4 10.3 11.2 10.7 10.1 11.0 11.0 9.7 9.3 7.7 8.3 8.0 8.5 6
Slide 6: Consolidated Quarterly Results
CONSOLIDATED QUARTERLY RESULTS Despite macroeconomic challenges, consolidated results reached the base-period level GROUP REVENUE (EUR m) • Consolidated revenue • 7% quarter-on-quarter revenue growth. The logistics segment contributed EUR 6 +7% million, while the insurance segment contributed EUR 7
Slide 7: Segment – Quarterly Results
SEGMENT – QUARTERLY RESULTS At both revenue and EBIT level, the logistics segment achieved results in 2026 in line with the previous year LOGISTICS SEGMENT (EUR m) • The quarterly revenue growth of the logistics segment was mainly driven by inorganic business +4% +12% development activities from the
Slide 8: Agenda
AGENDA I. 2025 annual and 2026 Q1 results II. Impact of the macroeconomic and political environment on Waberer’s III. Management expectations for 2026 IV. Financing structure V. Status of business development projects VI. Holding structure & rebranding 8
Slide 9: Impact of the Economic and Political Environment on Waberer's Operations I.
IMPACT OF THE ECONOMIC AND POLITICAL ENVIRONMENT ON WABERER’S OPERATIONS I. RISK FACTOR DESCRIPTION WABERER’S RESPONSE Fuel costs account for approximately one-third of the Contractual fuel clauses have traditionally been able to direct costs of the transportation business. The global manage the imp
Slide 10: Impact of the Economic and Political Environment on Waberer's Operations II.
IMPACT OF THE ECONOMIC AND POLITICAL ENVIRONMENT ON WABERER’S OPERATIONS II. RISK FACTOR DESCRIPTION WABERER’S RESPONSE The already stagnating European industrial production Today’s Waberer’s, thanks to its diversified service portfolio volume could decline further due to rising fuel prices, — unlik
Slide 11: Agenda
AGENDA I. 2025 annual and 2026 Q1 results II. Impact of the macroeconomic and political environment on Waberer’s III. Management expectations for 2026 IV. Financing structure V. Status of business development projects VI. Holding structure & rebranding 11
Slide 12: Management Expectations for 2026
MANAGEMENT EXPECTATIONS FOR 2026 If the currently lower-probability risk events do not materialize, the Group may perform in 2026 at last year’s record result level IMPACT OF ANNUAL EBIT CHANGES (EUR m) Approx. +/- EUR 3 million risk due to the following 58 55 - 62 external factors: • Change in EU l
Slide 13: Agenda
AGENDA I. 2025 annual and 2026 Q1 results II. Impact of the macroeconomic and political environment on Waberer’s III. Management expectations for 2026 IV. Financing structure V. Status of business development projects VI. Holding structure & rebranding 13
Slide 14: Financing Structure
FINANCING STRUCTURE Significant headroom to finance further investments; no major refinancing need in the next 5 years EXTERNAL FINANCING MATURITY STRUCTURE1 3% 55 50 7% 2% 49% 37% 13 13 13 13 13 10 10 10 10 10 1 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 Bonds Investment loan
Slide 15: Agenda
AGENDA I. 2025 annual and 2026 Q1 results II. Impact of the macroeconomic and political environment on Waberer’s III. Management expectations for 2026 IV. Financing structure V. Status of business development projects VI. Holding structure & rebranding 15
Slide 16: Main Business Development and Corporate Achievements of the Recent Period
MAIN BUSINESS DEVELOPMENT AND CORPORATE ACHIEVEMENTS OF THE RECENT PERIOD 1 WAREHOUSE AND SITE DEVELOPMENT 2 DIVERSIFICATION • Ecser warehouse (47 thousand sqm): Utilization reached maximum capacity • Integration of Hungarian Post Insurance Companies: by the first half of 2025 Successful revenue gro
Slide 17: Significant Development of Logistics Capabilities and Market Share in Serbia
SIGNIFICANT DEVELOPMENT OF LOGISTICS CAPABILITIES AND MARKET SHARE IN SERBIA STRATEGIC OBJECTIVE Significant development of regional market presence, reaching a regional market-leading logistics service provider position over DEVELOPMENT FOCUS AREAS the medium term. I. Modern warehouse logistics II.
Slide 18: Logistics Service for the Debrecen Automotive and Battery Production Centre
LOGISTICS SERVICE FOR THE DEBRECEN AUTOMOTIVE AND BATTERY PRODUCTION CENTRE STRATEGIC OBJECTIVE By providing value-added logistics services, build strategic DEVELOPMENT FOCUS AREAS partnerships and long-term business relationships with key investors in Hungary. I. Warehouse logistics II. Finished-ve
Slide 19: Logistics Service for the Szeged Automotive Production Centre
LOGISTICS SERVICE FOR THE SZEGED AUTOMOTIVE PRODUCTION CENTRE STRATEGIC OBJECTIVE By providing value-added logistics services, build strategic partnerships and long-term business relationships with key investors in Hungary. DEVELOPMENT FOCUS AREAS I. Warehouse logistics services In 2026 Q1, Waberer’
Slide 20: Integration into Global Supply Chains
INTEGRATION INTO GLOBAL SUPPLY CHAINS STRATEGIC OBJECTIVE BASIS OF COOPERATION I. Waberer’s added value II. Partner added value Participation in serving global supply chains (primarily Existing Asian (mainly Chinese) customer European continental coverage through between the Far East and Europe) thr
Slide 21: Site Consolidation
SITE CONSOLIDATION SITES DESCRIPTION STATUS / DECISION POINTS • Along the M0 ring road • Decision required in 2026 and 2027 on potential replacement • 90 thousand sqm, main warehouse logistics centre and construction of own warehouse Central site of warehouse operations • Leased (lease agreements ex
Slide 22: Organic Business Developments
ORGANIC BUSINESS DEVELOPMENTS Focused and diversified at the same time STELLANTIS COVERAGE (2025) Loads 34 423 Revenue 51 M EUR Country 14 22
Slide 23: Nestlé - Decades-Long Cooperation
NESTLÉ - DECADES-LONG COOPERATION 2020 2021 2022 2023 2024 2025 Launch of Continuous Became a strategic Key Launch of DF OPS More complex Became one of our most cooperation volume growth Account customer logistics operations important strategic partners - Domestic distribution - Growing nationwide -
Slide 24: Development of the Insurance Segment
DEVELOPMENT OF THE INSURANCE SEGMENT STRATEGIC OBJECTIVE DEVELOPMENT FOCUS AREAS Development of Hungary’s leading Hungarian-owned I. Non-life insurance II. Life insurance subsegment subsegment insurance group with a diversified service portfolio. Buyout of the minority owner of Hungarian Call option
Slide 25: Agenda
AGENDA I. 2025 annual and 2026 Q1 results II. Impact of the macroeconomic and political environment on Waberer’s III. Management expectations for 2026 IV. Financing structure V. Status of business development projects VI. Holding structure & rebranding 25
Slide 26: Establishment of Holding Structure & Rebranding
ESTABLISHMENT OF HOLDING STRUCTURE & REBRANDING Organizational development Rebranding • Defining strategic directions Holding • Optimizing resource allocation centre • As a result of business developments • Providing support functions • Renaming the holding centre in recent years, Waberer’s Group ha
Slide 27: Thank you for your attention!
WABERER’S GROUP Thank you for your attention! WABERER’S INTERNATIONAL Plc. H-1239 Budapest, Nagykőrösi út 351. Tel: +36 1 421 6300 E-mail: investor.relations@waberers.com 27
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