Slide 1: Company Presentation
Company Presentation September 2026
Slide 2: Table of contents
Table of contents 01 Overview 02 Business Model 03 Long - term Value Creation 04 Outlook 05 Sustainability 2
Slide 3: Overview
Overview 3
Slide 4: The world’s leading local delivery platform
Overview Business Model Value Creation Outlook Sustainability The world’s leading local delivery platform ~65 Countries ~1.5m Restaurants & Vendors >800 Fulfillment Centers >3.5bn Orders p.a. €49bn GMV €14bn Revenue €903m adj. EBITDA 4
Slide 5: Delivering consistently high growth and improving profitability
Overview Business Model Value Creation Outlook Sustainability Delivering consistently high growth and improving profitability YoY Growth Adj. EBITDA (€m) Gross Profit Margin 1 23.7% 21.7% 903 8.3% Q4 ‘25 693 all - time high Adj. EBITDA / GMV 254 1.8% FY ‘25 up from 1.4% 9.6% 9.1% FCF 2 €250m FY ‘25
Slide 6: We have built one of the most capable delivery platforms in the world
Overview Business Model Value Creation Outlook Sustainability 1.5m+ vendors. 60m+ monthly active users. 800+ Dmarts. We have built one of the most capable delivery platforms in the world. Now we're building the Everyday App. A habitual, high - frequency platform for food, groceries, household essent
Slide 7: Business Model
Business Model 7
Slide 8: Our global delivery business is based on three pillars
Overview Business Model Value Creation Outlook Sustainability Our global delivery business is based on three pillars EVERYDAY APP FOOD SHOPS DMARTS Quick Commerce Quick Commerce Our ecosystem We work with a large global ecosystem Delivering from prepared meals to groceries, Fast, easy, and to your d
Slide 9: Our Food business
Overview Business Model Value Creation Outlook Sustainability Our Food business Customer Vendor 1. 2. 3. 4. Cook / Pick Search Order Receive Delivery Hero provides delivery 5. Deliver Own Delivery 6. Marketplace Vendor provides Eat / Enjoy delivery 9
Slide 10: Our Quick Commerce business
Overview Business Model Value Creation Outlook Sustainability Our Quick Commerce business 811 Dmarts Local Stores 35,000 Dmarts live 7,000 SKUs per dmart 32% 32% Stores live offering 2,000,000 products YoY GMV Growth YoY GMV Growth Groceries Pets 43% 41% YoY GMV Growth YoY GMV Growth Health & Beauty
Slide 11: Our Dmarts business
Overview Business Model Value Creation Outlook Sustainability Our Dmarts business Customer warehouses Customers only need one app – fully 2. Order received integrated with Orders transmitted and platform offering picked using proprietary 1. Shop and order from ~7,000 technology designed for Dmarts p
Slide 12: The two pillars of Quick Commerce
Overview Business Model Value Creation Outlook Sustainability The two pillars of Quick Commerce Quick Commerce for Groceries, Retail and more Local Stores Delivery Hero delivers items from a vast network Delivery Hero operates its own warehouses and of third - party vendors such as supermarkets, Bus
Slide 13: Long-term value creation
Long - term value creation 13
Slide 14: Global scale and clear focus on profitable growth to drive shareholder value
Overview Business Model Value Creation Outlook Sustainability Global scale and clear focus on profitable growth to drive shareholder value Unmatched global footprint with category - leading positions 90% of GMV from #1 positions. Category leader in >50 countries. Scale drives structurally lower unit
Slide 15: We have built a global footprint and leading positions across the world
Overview Business Model Value Creation Outlook Sustainability 1 We have built a global footprint and leading positions across the world Asia MENA Europe 2 Americas Globally Countries 64 11 10 28 15 #1 positions 1 51 8 10 21 12 Population >2bn 738m 314m 745m 231m 20% 8% % GMV FY ’25 42% 30% Note: Del
Slide 16: Scale and leadership in a consolidated industry
Overview Business Model Value Creation Outlook Sustainability 1 Scale and leadership in a consolidated industry Countries served Population coverage Orders (#) (#bn) (#bn) ~65 3.5 ~1.1x ~1.4x 2.0 ~3.2 ~1.4x ~45 1 ~1.4 1 1 ~1.3 ~34 ~0.7 ~16 ~0.9 ~0.4 ~8 N/A N/A Doordash UberEats Grab JET Doordash Ube
Slide 17: LT target of >€200bn requires order density below that of our Top 8 countries
Overview Business Model Value Creation Outlook Sustainability 2 LT target of >€200bn requires order density below that of our Top 8 countries 1 Average monthly orders per capita (x) Comments Top 8 countries 1 Tail countries 1 approx. half of FY ’25 GMV approx. half of FY ’25 GMV 2.0x An average ~0.5
Slide 18: From restaurant delivery to Everyday App
Overview Business Model Value Creation Outlook Sustainability 3 From restaurant delivery to Everyday App Expanding beyond food into a multi - vertical platform driving superior customer loyalty and GMV growth Food delivery platform Everyday App Restaurant marketplace Quick Commerce >€7.5bn GMV in FY
Slide 19: Quick Commerce: A key growth engine approaching €10bn GMV in FY’26
Overview Business Model Value Creation Outlook Sustainability 3 Quick Commerce: A key growth engine approaching €10bn GMV in FY’26 Food customer placing first Quick Commerce order Everyday App capturing the entire day Average order frequency on a monthly basis +3.0 11:00 - 15:00 06:00 - 10:00 Mornin
Slide 20: Growth accelerates as consumers adopt our Everyday App
Overview Business Model Value Creation Outlook Sustainability 3 Growth accelerates as consumers adopt our Everyday App GMV per customer DH Group Regions GMV share of QC GMV share of QC +37% +30% +34% +16% 30% 26% +27% 18% 24% 23% 15% 19% 20% 19% 18% 12% 16% 6% 7% 5% Q1 ’24 Q1 ’25 Q1 ’26 Q1 ’24 Q1 ’2
Slide 21: Strong Dmart execution driving Quick Commerce growth
Overview Business Model Value Creation Outlook Sustainability 3 Strong Dmart execution driving Quick Commerce growth Dmart business - YoY order growth (%) 40% +39% YoY order growth in Q2 ’26 — highest in 3+ years 30% +28 % YoY orders per store in Q2 ’26 20% 6 quarters of accelerating order growth si
Slide 22: Our business model is based on highly attractive cohorts
Overview Business Model Value Creation Outlook Sustainability 3 Our business model is based on highly attractive cohorts Total GMV per cohort per year Monthly average order frequency GMV per active user cohorts (€m), Multiple indicates GMV growth within cohort vs. GMV of Improvement over the years r
Slide 23: Global platform & deep localization as our unique competitive advantage
Overview Business Model Value Creation Outlook Sustainability 4 Global platform & deep localization as our unique competitive advantage Delivery Hero Tech Platform Fully globalized end - to- end Deep localization & personalization business enablers Ramadan Loyalty Gamification Group Order Student Di
Slide 24: Enabling end-to-end AI personalization of the customer experience
Overview Business Model Value Creation Outlook Sustainability 4 Enabling end - to- end AI personalization of the customer experience Customer Data Search 100% Personalization ● In- App Behavior >10 trillion oc res pr essed da ● Past Orders ● Ratings & Reviews atu ily Vendor List ● Location fe Recomm
Slide 25: Delivery Hero is combining central services with strong local execution
Overview Business Model Value Creation Outlook Sustainability 4 Delivery Hero is combining central services with strong local execution Central Global Services Perf. & Finance, Tech and Product Marketing Legal & HR 1 ▪ Vendor App ▪ Rider App ▪ Picker App ▪ Search ▪ Data Platform ▪ International ▪ SA
Slide 26: Delivery Hero’s AI Play: Built-in defensibility, maximum operational leverage
Overview Business Model Value Creation Outlook Sustainability 4 Delivery Hero’s AI Play: Built - in defensibility, maximum operational leverage AI defensibility driven by vendor integration and last - mile ownership… …while AI is generating operational savings ▪ State - of - the - art AI - powered a
Slide 27: The Agentic Software Delivery Lifecycle
Overview Business Model Value Creation Outlook Sustainability 4 The Agentic Software Delivery Lifecycle Herogen Iterate Picks up ticket/story Plan Develop Validate Operate Break down the Pick right agent Verify solution. Ensure solution ticket/story into and distribute If necessary keeps running tas
Slide 28: We outperformed our goals by 10X
Overview Business Model Value Creation Outlook Sustainability 4 We outperformed our goals by 10X 3,000 Share of total Success 85% rate 1 9% DH Group requests 2,250 1,500 10X Adjusted Q1 Goal 750 5X Adjusted Q1 Goal Original Q1 Goal 0 Jan - 18 Feb - 1 Feb - 15 Mar - 1 Mar - 15 Mar - 29 Solved Tickets
Slide 29: €1.5bn AdTech revenue, powered by product innovation & higher ad relevance
Overview Business Model Value Creation Outlook Sustainability 5 € 1.5bn AdTech revenue, powered by product innovation & higher ad relevance Industry - leading growth solutions for our partners … … translating to strong AdTech revenue growth AdTech revenue (€m) 1 +50% CAGR Constant Innovation 1,476 S
Slide 30: We are outpacing peers in AdTech penetration
Overview Business Model Value Creation Outlook Sustainability 5 We are outpacing peers in AdTech penetration Advertising revenues across peers Key Highlights Comments Advertising revenue ($bn) Delivery Hero’s AdTech revenue ~1.8 ~0.3 ~1.0 >2.0 0.3 ~1.0 exceeds that of most peers High - margin AdTech
Slide 31: Significant earnings and free cash flow growth in FY ’25
Overview Business Model Value Creation Outlook Sustainability 6 Significant earnings and free cash flow growth in FY ’25 GMV (€bn) Revenue (€bn) +9% +22% +1% +14% 48.8 49.2 14.1 12.3 FY ’24 FY ’25 FY ’24 FY ’25 Adj. EBITDA (€m) Free Cash Flow 2 (€m) +15% +30% 903 250 218 693 FY ’24 FY ’25 FY ’24 FY
Slide 32: Our adj. EBITDA margin is in line with best-in-class food delivery peers
Overview Business Model Value Creation Outlook Sustainability 6 Our adj. EBITDA margin is in line with best - in- class food delivery centric peers Global Food Delivery Peers FY’25 Adj. EBITDA Margin (pre - SBC) 1 1.8% 6.5% 2.5% 2.7% (0.4%) 0.8% 0.4% 2.8% 2.3% 1.3% FY’25 Adj. EBITDA Margin (post - S
Slide 33: Strong cash position enhances financial flexibility
Overview Business Model Value Creation Outlook Sustainability 6 Strong cash position enhances financial flexibility Cash (€bn) Debt maturity profile (€m) Comment ▪ €2.8bn cash balance, after adding proceeds from March ’26 term loan transaction ($1.4bn) and deducting funds used for 2026 (€56m) and 20
Slide 34: Outlook
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Slide 35: FY 2026 Guidance
Overview Business Model Value Creation Outlook Sustainability FY 2026 Guidance GMV Revenue Adj. EBITDA FCF before extr . items 9- 11% L( fL ) 17- 19% (LfL ) €960 - 1,000m >€ 250 m previously: 8 - 10% LfL previously: 14 - 16% LfL previously: €910 - 960m previously: >€200m Note: GMV and Revenue in con
Slide 36: Sustainability
Sustainability 36
Slide 37: Delivering a more sustainable future
Overview Business Model Value Creation Outlook Sustainability Delivering a more sustainable future “ As a global technology platform, we focus our sustainability efforts on areas linked to our business model and long - term value creation. In 2025, we achieved an A - CDP rating, facilitated 67 milli
Slide 38: Our sustainability priorities
Overview Business Model Value Creation Outlook Sustainability Our sustainability priorities CLIMATE ACTION RIDER & WORKER SOCIAL IMPACT GOVERNANCE & WELFARE ETHICS Fighting food Reduce carbon insecurity by Uphold business Facilitate improved emissions in line with promoting food equity conduct stand
Slide 39: Environmental: minimizing the environmental impact of our business
Overview Business Model Value Creation Outlook Sustainability Environmental: minimizing the environmental impact of our business Climate & Environment Emissions in 2025 1 Scope 3 makes up ~95% of our footprint, our focus is on key 69,383 hotspots like low - emission deliveries, sustainable packaging
Slide 40: Social: creating positive working opportunities globally
Overview Business Model Value Creation Outlook Sustainability Social: creating positive working opportunities globally Own Workforce Rider Welfare ~65 >54,000 >1,000,000 1 ~18% Countries (Global presence) Employees (worldwide) Riders Rider accident (Global presence) reduction rate 2 ▪ We aim to make
Slide 41: Social: leveraging our platform to fight global hunger
Overview Business Model Value Creation Outlook Sustainability Social: leveraging our platform to fight global hunger Meal Donations program Our Meal Donation Program is embedded directly into our platform - based business model. We leverage our entire network — ~67 million 1 engaging consumers, rest
Slide 42: Governance: safeguarding fair business conduct and information protection
Overview Business Model Value Creation Outlook Sustainability Governance: safeguarding fair business conduct and information protection Information Security Ethical Culture & Integrity ~86% 1 ~92% 2 Advanced Phishing Protection Leadership Compliance Training Our Global Cyber & Information Security P
Slide 43: Selection of our Group’s ESG initiatives
Overview Business Model Value Creation Outlook Sustainability Selection of our Group’s ESG initiatives Accelerating Fleet Electrification through the UN Deliver - E Coalition In October 2025, Delivery Hero became a founding member of the UN Deliver - E Coalition, a UNEP - led alliance dedicated to a
Slide 44: Key ESG Achievements 2025
Overview Business Model Value Creation Outlook Sustainability Key ESG Achievements 2025 Environment We embed sustainability at our core , aligning with global benchmarks such as the SDGs and SBTi. We engage with ● A - Rating: Achieved on CDP climate change questionnaire leading sustainability rating
Slide 45: ESG targets embedded in Management Board compensation
Overview Business Model Value Creation Outlook Sustainability ESG targets embedded in Management Board compensation ▪ In 2025, Delivery Hero continued to uphold the Management Board’s accountability for Environmental, Social, and Governance (E SG) topics by including ESG targets as part of the varia
Slide 46: Materiality driving strategic focus
Overview Business Model Value Creation Outlook Sustainability Materiality driving strategic focus Our sustainability approach and non - financial reporting are built around the topics most relevant to our business. Through a comprehensive double materiality assessment (DMA) aligned with the European
Slide 47: Appendix
Appendix 47
Slide 48: Delivery Hero KPIs
Delivery Hero KPIs Post Harmonization 2025 2026 in €m Q1 Q2 H1 Q3 Q4 FY Q1 Q2 H1 Delivery Hero Group GMV 12,372.5 12,243.4 24,615.9 12,179.4 12,401.5 49,196.8 12,466.6 13,208.6 25,675.2 % YoY Growth (RC) 5.0% 2.9% 3.9% -0.6% -3.3% 0.9% 0.8% 7.9% 4.3% % YoY Growth (CC) 6.7% 7.3% 7.0% 4.5% 3.6% 5.5% 8
Slide 49: Delivery Hero KPIs
Delivery Hero KPIs Post Harmonization 2025 2026 in €m Q1 Q2 H1 Q3 Q4 FY Q1 Q2 H1 Asia GMV 5,414.9 5,176.9 10,591.8 5,209.6 4,978.4 20,779.7 4,915.7 5,014.6 9,930.3 % YoY Growth (RC) -11.7% -9.0% -10.4% -12.6% -11.4% -11.2% -9.2% -3.1% -6.2% % YoY Growth (CC) -8.4% -3.8% -6.2% -6.3% -1.4% -5.1% 0.6%
Slide 50: Definitions
Definitions ▪ Gross Merchandise Value (GMV) is the total value paid by customers (including VAT, delivery fees and service fees less other subsidies, such as voucher and other discounts). GMV excludes subscription fees, tips and delivery - as - a - service fees. ▪ Revenue is defined as revenue in ac
Slide 51: Important Notice
Important Notice ▪ For the purposes of this notice, “presentation” means this document, its contents or any part of it. This presentation does n ot, and is not intended to, constitute or form part of, and should not be construed as, an offer to sell, or a solicitation of an offer to purchase, subscr
Slide 52: Investor Relations Contacts
Investor Relations Contacts Registered Office Oranienburger Straße 70, 10117 Berlin, Germany E - Mail ir@deliveryhero.com Phone +49 (0)30 54 4459 105 Website ir.deliveryhero.com Visit us on our social media channels 52