Slides
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EARNINGS VIDEOCONFERENCE OCTOBER 23RD 2025 3Q25
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Today’s Speakers Christian Gurría CEO Federico Rodríguez CFO
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Forward-Looking Statements Disclaimer Certain information contained in this presentation, particularly information regarding future economic performance, finances, and; expectations and objectives of management constitutes forward-looking statements. Forward-looking statements can be identified by the fact that they do not relate strictly to historical or current facts and generally contain words such as “believes,” “expects,” “may,” “will,” “should,” “seeks,” “approximately,” “intends,” “plans,” “estimates”, “anticipates” or similar expressions. Our forward-looking statements are subject to risks and uncertainties, which may cause actual results to differ materially from those projected or implied by the forward-looking statement. Forward-looking statements are based on current expectations and assumptions and currently available data and are neither predictions nor guarantees of future events or performance. You should not place undue reliance on forward-looking statements, which speak only as of the date hereof. We do not undertake to update or revise any forward-looking statements after they are made, whether as a result of new information, future events, or otherwise, except as required by applicable law. For discussion of some of the important factors that could cause these variations, please consult the “Risk Factors” section of the Company’s most recent Annual Report. Nothing in this presentation should be regarded as a representation by any person that these targets will be achieved, and the Company undertakes no duty to update its targets.
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ChristianGurría CEO
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Strategic Priorities Disciplined organic growth Optimize our brand portfolio Enhance profitability Disciplined and strategic capital allocation Focusing on • Prioritize productivity initiatives • Vertical integration and long-term sustainability • CAPEX optimization • Prioritize return on investment • Scalability and growth across all brands remain a core focus • Concentration on the brands with the greatest strategic value • Operational excellence and highly engaged, high- performance teams • Organic growth supported by strategic new store openings and the remodeling of key locations • Same-store sales growth, prioritizing traffic over price increases • Strengthen customer experience • Effective commercial campaigns
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3Q25 Highlights Results PRE IFRS-16 POST IFRS-16 $21,029 BN PESOS ↑ 5.7% VS. 3Q24 $21,146 BN PESOS ↑ 4.0% VS. 3Q24 EBITDA PRE IFRS-16 POST IFRS-16 $2,881 BN PESOS 13.7% MARGIN $4,428 BN PESOS 20.9% MARGIN SALES SSS 4.1% VS 3Q24 DIGITAL TENDER DIGITAL ORDERS 37.4% 35.3 MILLIONS
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Same Stores Sales 3.9% 2.7% -1.4% 4.0% -1.7% -1.0% Mexico Chile 3.3% 1.6% 9.6% Mexico Europe South America 1.6% 9.1% 2.9% Mexico Colombia Spain FSR*STARBUCKS BURGER KINGDOMINO’S PIZZA * Full-Service Restaurants 5.3% 2.4% Mexico Spain
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Alsea Global 1,540 20528 9 114 1,946 376 80 31 10 23776 166 SEGMENTS 3 QSR Full Service Restaurants Coffee Shops Alsea* 117 M CLIENTS SERVEDBMV TEAM MEMBERS + 75,000 4,818 UNITS 77% corporate 23% franchises
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Global Loyalty KPIs Loyalty Sales Digital Customers * 180 days *Delivery + Loyalty $5.1 Billion $3.0 Billion $1.7 Billion $0.4 Billion +8.0 Million 4.3 Million 3.0 Million 0.8 Million 27% 31% 18% Mexico Europe South America Tender 26.1% Tender $5.1 BN Loyalty Sales 24.6 Million Loyalty Orders 79% vs LY 1.9% vs LY Full Service Restaurants Growth vs LY Tender 21.7% 31.5% (4.9%) 28.2% 11.3% 23.7% (6.8%) 18.1% Figures do not include telephone | e-commerce transactions linked to Wow+ are included as part of loyalty. Active customers of 90 days for Starbucks and 180 days for Domino’s , Full-Service Restaurants and Burger King. 1 Overlap between delivery and loyalty.
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"Every Cup Counts" ESG • +1 million single-use cups have been successfully avoided year to day in Mexico • 21.7 million pesos in social investment in Mexico • Benefiting more than 14,000 people in vulnerable situation ESG
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FedericoRodríguez CFO
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Sales Improvement TOTAL SALES ADJUSTED EBITDA* *Store EBITDA Figures in Million pesos COST % Cost of sale 2,596 2,597 841 894 468 402 3Q24 3Q25 Mexico Europe South America 5.7% 6.7% Excluding fx effect 10,679 11,476 5,968 6,457 3,250 3,096 3Q24 3Q25 Mexico Europe South America 70 BPS 32.7%32.0% 3Q24 3Q25
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27% 9% 64% 28% 23% 49% Capex YTD Opening & Remodelling Maintenance Other Projects Europe South America Mexico 3.8 BN pesos
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Debt Profile 4% 48% 25% 12% 12% 2025 2026 2027 2032 2033 34.5 BN Pesos Total Debt 35% 65% EUROS Mexican Pesos 3Q25 Total Debt / EBITDA 2.9X Net Debt / EBITDA 2.6X
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TOP LINE GROWTH CAPEX ~ $6 SSS PRE IFRS 16 180 - 220 Openings Top Line Growth Mid-single digit EBITDA Growth 2.6-2.8x Net Debt/EBITDA POST IFRS 16 billion pesos Mid-single digit 2025 Guidance Adjustment Low-single digit EBITDA Growth 3.0-3.2x Net Debt/EBITDA Low-single digit EBITDA Growth REVENUE High-single Digit VS Low double digit Adjusted figures VS