Slides
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Investor Day 13 November 2025
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Disclaimer 1 IMPORTANT NOTICE The information set forth herein does not purport to be complete or to contain all of the information a prospective investor may require. The forward-looking statements contained in this presentation are made as of the date hereof. Except as required by law, we undertake no obligation to update publicly or othe rwise revise any forward-looking statements, or the assumptions and risks affecting such forward-looking statements, whether as a result of new information, future events or otherwise. This presentation includes forward-looking statements. All statements other than statements of historical facts contained in thi s presentation, including statements regarding our future results of operations and financial position, industry dynamics, business strategy and plans and our objectives for future operations, a re forward-looking statements. 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This presentation includes certain financial measures not presented in accordance with IFRS including but not limited to Adju sted EBITDA. These financial measures are not measures of financial performance in accordance with IFRS and may exclude items that are significant in understanding and assessing our financial r esults. Therefore, these measures should not be considered in isolation or as an alternative to loss for the period or other measures of profitability, liquidity or performance under IFRS. You shou ld be aware that our presentation of these measures may not be comparable to similarly titled measures used by other companies, which may be defined and calculated differently. See the appendix for a reconciliation of certain of these non-IFRS measures to the most directly comparable IFRS measure. We have not reconciled forward-looking Adjusted EBITDA to income (loss) for the period, the most directly comparable IFRS measure, because we cannot predict with reasonable certainty the ultimate outcome of certain components of such reconciliations that are not within our control, or o ther components that may arise, without unreasonable effort. For these reasons, we are unable to assess the probable significance of the unavailable information, which could materially impact the amount of future income (loss) for the period. The trademarks included herein are the property of the owners thereof and are used for reference purposes only. Such use should not be construed as a n endorsement of our products or services. Additional information, including our filings with the SEC, is publicly available through the EDGAR database on the SEC’s web site at www.sec.gov.
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Hisham El Gabry Chief Commercial Officer Antoine Maillet-Mezeray EVP Finance & Operations Francis Dufay Chief Executive Officer Today’s Speakers 2 Marcelle Siayojie CEO Jumia Senegal Vinod Goel Regional CEO – East Africa2 Temidayo Ojo CEO Jumia Nigeria Renaud Glenisson Regional CEO – West & North Africa1 Notes: 1. Refers to Ivory Coast, Ghana, Senegal, Morocco and Algeria; 2. Refers to Kenya, Uganda Ignatius Njoku VP Group Head of Investor Relations
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STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL1. Africa’s Digital Commerce Coming of Age Francis Dufay 2. Jumia’s Journey & Turnaround: From Growth-First Playbook to Disciplined Expansion Francis Dufay, Antoine Maillet-Mezeray 3. The Sole Pan-African E-commerce & Tech Platform Hisham El Gabry, Marcelle Siayojie, Vinod Goel, Antoine Maillet-Mezeray 4. Jumia’s Formula for Winning in Africa Temidayo Ojo Break (10 min) 5. Country-Level Lens Renaud Glenisson 6. Strategy for Next-Phase of Growth & Financial Outlook Francis Dufay, Antoine Maillet-Mezeray Q&A. Strategy / Finance Reception Agenda
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Video Introduction 4
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5 Our Mission Make E-commerce in Africa simple, affordable, and accessible
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Africa’s Digital Commerce Coming of Age 01
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Speaker 7 Francis Dufay Chief Executive Officer
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8 Africa Is the Last Major Untapped E-Commerce Frontier Africa Today World’s Fastest Growing Population ~1.5 Billion People 2019 2025 2029 E-Commerce Market1 $40bn $28bn $12bn NM 2% 6% 5% 11% 2% 10% 15% 21% 24% 3% 14% 17% 28% 29% Jumia Markets Latam Western Europe Asia Pacific North America Structural Headroom3 2012 2020 2025E Penetration Retail E-commerce sales as % of retail sales 9% CAGR 2025-29E Sources: United Nations, Statista, Euromonitor 2 Notes: 1. Reflects the TAM for Jumia’s current offering; 2. Excluding Ivory Coast; 3. vs. average for Asia Pacific, North America, Latam and Western Europe in 2025
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Why Now? – Growing Demand and Strong Macro Tailwinds Why Will it Stick? – Structural Enablers Significant GDP-per-capita upside would unlock a larger addressable base Africa is set to experience the fastest population growth, creating a rapidly expanding consumer base Structural headroom in Africa’s online economy, expanding the e-commerce addressable base Macro Tailwinds and Multi-Year E-Commerce Adoption Runway Core Infrastructure Improving Growing 3PL footprint, last-mile solutions, pickup networks; underpinned by improving core infrastructure - 0.5 1.0 1.5 2.0 2.5 2024 2029 2034 2039 2044 2049 +60% +15% (10%) +10% bn Africa India China Latam Population Evolution $2k $3k $13k $11k Africa India China Latam Nominal GDP per Capita (2024A) 14% 14% 48% 49%38% 70% 92% 82% Africa India China Latam Internet Penetration1 20242014 Merchant Digitization & SME Enablement More SMEs selling online, deeper local assortment and richer catalogs for consumers Advancing Fintech Rails Mobile money, wallets, embedded payments driving trust & conversion Growing Tech-Savvy Consumer Base An increasing cohort of tech-savvy youth, with rising smartphone adoption, 4G coverage Financing Enablement Micro financing / BNPL coverage is getting more traction in some African markets Sources: United Nations, S&P, International Telecommunication Union (ITU) Note: 1. Proportion of individuals who used the Internet in the last three months Clear Runway 9 Incremental growth can unlock major upside
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10 Entering a Favourable Cycle. Marketplace Flywheel Supporting Supply Unlock and Momentum Building Growing Consumer Demand More categories shifting online, shifting consumer habits and repeat frequency building Faster Conversion & Order Growth Better availability, better prices, higher consumer trust and accelerated adoption Brands & Suppliers Engagement China sourcing scaling up, multinationals targeting Africa again Local & Cross-Border Supply Richer assortment, more affordability and stronger merchant participation Better Fundamentals Deeper Supply Faster Conversion Brands/Supply Demand AssortmentConversion Stronger Macro Fundamentals Population growth, rising lower-middle class, data affordability, urbanisation FX Stabilization / Weaker USD Improves pricing & conversion, unlocks affordability and smoother imports Current juncture is supported by stronger macro and positive FX trends
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11 Execution meets momentum. A scalable platform meeting a rising, under-served demand base Proven Fit-For-Africa Model ✓ Scalable pan-African platform focused on Value- for-Money for African Consumers ✓ Asset-light, partner-enabled logistics with secondary-city reach and PUDO1 density ✓ Assortment deepening from local merchants and China cross-border supply ✓ Repeatable proven playbook by country Cycle Tailwinds ✓ FX stabilization & weaker USD supporting affordability, smoother imports and better conversion ✓ Demand momentum – more categories moving online; device/data affordability up; payments rails maturing Structural Runway ✓ Very low e-commerce penetration: a large runway vs. mature regions ✓ Population and internet growth expanding the addressable base ✓ Unique market context favouring experienced local players Why Now: Proven Model × Improving Cycle × Massive Structural Runway Note: 1. Pick-up/Drop-off Stations: physical locations where customers or sellers can collect or drop off packages (including returns)
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12 Africa’s Only Scaled and Listed E-Commerce Platform Pan-African Present in 9 countries with cross-category breadth Unique Know-How 13+ years of execution Leadership Position Moats in place Publicly Listed Market Cap of ~$1.3bn1 Note: 1. As of 11 November 2025
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Here is How We Solved It Africa is Complex 13 Turning Africa’s Challenges into Moats Limited disposable income Focus on affordability / value-for-money for the lower-middle class Lack of logistics ecosystem Strong logistics network in Africa Poor / uneven digitization of payments Leader in cash on delivery (COD) payments Highly specific shopping behaviour Playbook tailored for Africa Trust and reliability concerns Trusted e-commerce platform in Africa Our first-mover advantage lies in solving Africa’s hardest problems first Small fragmented markets Lean overheads / localized execution Prevalence of the informal market Harnessing local private initiatives (sellers, logistics partners, marketing partners)
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Jumia’s Journey & Turnaround: From Growth-First Playbook to Disciplined Expansion 02
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Speakers 15 Antoine Maillet-Mezeray EVP Finance & Operations Francis Dufay Chief Executive Officer
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Jumia: A Decade of Execution Across Africa Foundation, Expansion & Brand Building 2012 – 2019 Growth As Primary Focus 2019 (Post IPO) – Late 2022 Business Refocus & Turnaround Late 2022 – H1 2025 Sustainable Growth Today 16 Foundation Logistics network, seller-base, active customers Brand Building Becoming the top-of-mind African e-commerce brand Expansion Phase Multi-country rollout (up to 14 countries), coverage, new verticals Marketplace Scale-Up Seller base scaled, catalogue quality, brand partnerships Promo-Led Demand Focus on discounts, heavy online marketing spend Scattered Focus Pursued multiple unprofitable verticals (e.g. travel, classifieds) Unprofitable Expansion Expansion into categories that proved more challenging and less profitable (e.g. groceries) Low Operational Focus Limited emphasis on local execution and day-to-day operations Strategic Refocus Unprofitable markets / low-margin categories / verticals exited Moats in Place Africa-tailored playbook repeatable across markets Cost Base Reset Fulfillment $/order , CAC payback , G&A/order Cash Burn Benefit from Scale Enabling higher monetization and lower unit costs in operations Growth Acceleration Sustained acceleration of orders, GMV and revenue Path to Profitability Reduced cash burn; Line-of-sight to profitability Logistics Densification Large and sophisticated logistics network Deeper/Cheaper Assortment Cross-border (e.g. China) sourcing unlocked & better price points Apr-2019 IPO
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17 The Disciplined Reset — Fixing the Fundamentals The hard pivots behind today’s momentum How We Fixed It (2022-Present)What Went Wrong (2019–22) Broad • Scattered • Inefficient • Costly Focused • Disciplined • Repeatable Wide Footprint, Diluted Focus Extended footprint / product categories; thin scale, margin erosion Focused Footprint & Portfolio Exited unprofitable geographies/verticals; deeper presence in 9 core markets Heavy Overheads Large fixed cost base; limited flexibility, high spend Lean Operating Model Contracts renegotiation; partner-led asset-light logistics; Headcount 50%1 Leadership and Execution Disconnect Dubai office-led decisions; slow decision-making, decentralized operations Empowered Local Leadership Coupled With Accountability Leadership based in Africa; downsized Dubai office; clear accountability Growth as Primary Focus Top-line focus only; unoptimized spend and weaker unit economics Growth with Unit Economics Discipline Cut loss-making categories; run a payback-driven marketing playbook Misunderstanding of End Customer Needs Premium heavy-mix; mismatch with value-seeking mass market Value-Focused Offering Clear pivot to lower-middle-income customers; value-for-money assortment Note: 1. Data comparing Q3-22 to Q3-25, both excluding South Africa and Tunisia
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III 18 What Changed? A “Built to Last” Playbook Tailored for Africa Strong turnaround driven by focus, cost discipline, and a fit-for-Africa value proposition Refocus on E-Commerce (for PG1) I Rigorous Cost Management II Rebuilding the Right Value Proposition ✓ Shut down unprofitable verticals (e.g. food delivery, classifieds) ✓ Exited non-strategic markets ✓ De-prioritized low-margins categories (pivot to phones, electronics, home & living, fashion, beauty) ✓ Logistics /Jumia Pay as e-commerce enablers (centralized platform with local execution) ✓ Gross Margin: Disciplined promotions (curtailed discount/voucher intensity) ✓ Fulfillment: Significant efficiency and expense reductions ✓ Marketing: efficiency & payback discipline (reduced spend; use of more relevant local channels) ✓ Fixed Costs: Leaner organization, reduced headcount,tech optimization, seller renegotiations and HQ footprint optimization ✓ Supply: Deeper supply & availability (spans large spectrum of sellers incl. China sellers) ✓ Country Coverage: targeted expansion through secondary cities driven by an asset-light model of loyal and exclusive 3PL partners ✓ Localized Marketing Strategy: leverage relevant, localized marketing channels, adapt to diverse consumer profiles, either online or offline A B C B C A Note: 1. Physical Goods
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Payment enabler on the marketplace platform 19 Refocusing the Business on E-Commerce for Physical Goods Exiting Non-Performing Verticals Exited in Late ‘23 Exited in late ‘19 Reducing exposure to Grocery (incl. food) products Logistics /Jumia Pay as E-commerce Enablers The logistics backbone of marketplace fulfillment Exiting Non-Strategic Countries Tunisia Exited in Late ‘24 South Africa Exited in Late ‘24 Exited in ‘23 Operating System Enablers Logistics + Payments Q-Commerce / Food Delivery Travel & Classifieds Low-Margin Categories I
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20 Fulfillment Reset Driving Lower Unit Costs Proof Points Pickup-first delivery + optimized 3PL routing + efficient warehousing → higher efficiency & lower fulfillment expense IIA We shifted to a model that prioritizes affordability over convenience and focuses on efficiency Affordability at Scale What Changed? Affordability vs Convenience Shifted deliveries toward pick-up stations Network Expansion with Lean Ops PUS1-led network expansion – leaner operations and lower cost coverage 3PL Optimization & Routing Renegotiated rates + enhanced control on 3PLs Fulfillment Expense2 / Order Evolution $3.4 $1.9 Q3-22 Q3-25 Fulf.2 as % of GMV Fulf. Expense2 5.3% $10.4m 9.2% $17.7m Door DeliveryPick-up 38% 72% 62% 28% 100% 100% Q3-22 Q3-25 Delivery Mode Mix %3Focus Operational Productivity Consolidated warehouses, improvement of proprietary tools designed for Africa (46%) Notes: Data Including Tunisia and South Africa for physical goods (excl. JumiaPay app Orders which are digital services and do not incur logistics costs) unless stated otherwise; 1. Pick-up stations: physical locations where customers or sellers can collect packages; 2. All businesses, including Tunisia and South Africa; 3. Data excluding Tunisia and South Africa
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21 Marketing Mix Reset Driving Efficient Growth Notes: Data Incl. Tunisia and South Africa for all businesses unless stated otherwise;1. Customer Relationship Management; 2. Independent sales consultants that earn commissions by selling the goods and services that we offer on our platform to their personal or professional networks; 3. Search Engine Optimization; 4. POM stands for Paid Online Marketing; 5. Data for Physical Goods only excluding Tunisia and South Africa IIB We changed how we acquire and retain customers, shifting to a disciplined, fit-for-Africa mix CRM1, JForce2, SEO3, POM4 Proof Points Sales & Advertising (S&A) Spend Evolution What Changed? Fit-For-Africa Local Channels Focus on smaller cities using JForce + radio + street activations Value-Led, Not Promo Led Target cost-conscious customers; Scaled back discounts / promotions Results Focused Discipline Spend only when it works, scale after we see proof Go Big on Key Events Jumia Anniversary / Black Friday $14.7m $5.2m Q3-22 Q3-25 S&A Mix Evolution Online Offline 66% | $9.7m 56% | $2.9m 34% | $5.0m 44% | $2.3m 100% 100% Q3-22 Q3-25 Share of Discounted (Promo-Led) Orders5 43% 57% Q3-22 Share of Discounted Q3-25 22% 78% 2.6%S&A as % of GMV5 7.6% $0.9S&A per Order5 $2.9 Local channels + CRM/SEO + payback gates → lower cost, higher quality demand -$9.5m Own Channel First / Selective POM Use CRM and SEO more; Reduce POM spend, limited to high-return campaigns 4
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Lean G&A1 / Tech spend efficiency $27.2m $16.2m Q3-22 Q3-25 853 $231k $2.9 1,527 $5.3 Headcount (G&A) GMV2 per Head G&A per Order2 G&A1 Evolution Technology & Content (T&C) Spend $126k $12.9m $8.7m Q3-22 Q3-25 260 $758k $1.6 509 $2.5 Headcount (T&C3) GMV2 per Head T&C3 per Order2 $378k What Changed? 22 Lean G&A / Technology Spend Driving Operating Leverage Headcount and tech spend held lean + seller terms resets → A lean fixed cost structure built for scale IIC We run lean G&A through centralization and accountability No extra tech or personnel needed for the upcoming period Operational Leverage in Motion The platform can support 2-3x more volume without extra tech spending or personnel Headcount reduction in-line with business refocus, and comprehensive review of all G&A items Reset key seller terms The full annualized effect isn’t fully reflected in the P&L yet Massive improvement of productivity, leaner teams, faster execution Notes: Data Incl. Tunisia and South Africa for all businesses unless stated otherwise; 1. General & Administrative expense, excl. SBC, Share-based Compensation expense; 2. Data for Physical Goods only; 3. Technology & Content expense -$11.0m -$4.1m
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23 The Right Value Proposition for Africa’s Lower-Middle Class Large, price-sensitive households dominate our markets → Jumia’s value-for-money model is the right offering for them Source: Fitch BMI (2024 data) 33% 74% 81% 82% 86% 99% Morocco Ghana Kenya Uganda Egypt Nigeria Our Target Customers Represent the Majority of Africa’s Population Households with Limited Discretionary Income <$420 / Month Our Target Customers’ Characteristics Lower-Middle Class Living in Both Capital & Secondary Cities Access to a Limited Range of Goods, Mostly Offline From Digital Natives to Fully Offline Customers IIIA
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24 Availability, access & trust turning demand into orders The Right Value Proposition for Africa’s Lower-Middle ClassIIIA Notes: Data referring to Physical Goods only unless stated otherwise; 1. Excluding South Africa and Tunisia; 2. Percentage of new customers, who made a second purchase within 90 days from the first Our customers are value- driven and often outside major cities We Re-Built The Right Value Proposition Four Proof Points of Value Proposition Fit We Serve Customers Beyond Capital Cities1 Increased Access to International Suppliers1 44.2% 60.3% Q3-22 Q3-25 % of Orders from Outside Main Cities 39.1% 43.2% Q2-22 Q2-25 We Provide the Right Offering to Drive Repeatability 90-Day Repurchase Rate2 Increased Customer Satisfaction / NPS 1.6m 3.4m Q3-23 Q3-25 Gross Items Sold from International Suppliers Net Promoter Score 46.4 63.7 Q3-23 Q3-25
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25 Focus on Affordable, Scalable and Optimized Geographic Coverage Significant expansion beyond capital cities, enabled by an asset-light 3PL model and an efficient pick-up station build-out IIIB Notes: Data for physical goods only and excluding Tunisia and South Africa unless stated otherwise; 1. % of orders where the shipping method chosen by the customer was Pickup Station; 2. Defined as Pick-up stations: physical locations where customers or sellers can collect packages; refers to PUS that in the last 12 months (since year-end 2022 or Q3-25) had at least 1 package either sent to the customer or dropped off to the seller; 3. Defined as Third-Party Logistics Partners; refers to 3PLs that in the last 12 months (since year-end 2022 or Q3-25) moved at least 1 package Focus on Efficient Coverage Illustrative Examples of Nigeria and Ivory Coast 2022 L TM Q3-25 # of PUS2 ~3,800 ~2,380 # of 3PL3 ~800 ~246 # of Orders from Outside the Main Urban Centers 9.1m 12.1m Share of PUS Deliveries1 38% 70% Ivory Coast Pick-up Station Nigeria Pick-up Station
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Tighter Operations, Richer Assortment, Smarter Marketing, Lower Fixed Costs Operational Leverage in Motion 26 Operational efficiencies reflected in improvements of our financial metrics Discipline at Work: Better Unit Economics, Lower Cash Burn Per OrderTotal Expense Gross Profit per Order1 Take Rate Contribution Margin2 per Order1 Fulfillment Expense per Order1 G&A3 Expense (% of Rev) S&A4 Expense (% of Rev) Tech & Content Expense (% of Rev) Operating Loss Cash Burn (1.0) -39 bps +0.4 (1.4) (53) -21pp (50) -23pp (15) -4pp Δ 22 vs 25 +132 +203 Cash Burn $ % $ $ $m % $m % $m % Units $m $m 14.3% 2023 5.4 12.7% 114 56% 2022 (202) 13.8% 2024 12.3% LTM Q3-25 69 37% 63 38% 61 35% 67 33% 21 12% 17 10% 17 10% 52 26% 42 22% 38 22% 38 22% 6.2 5.5 4.4 3.5 2.6 2.3 2.1 1.9 3.7 3.2 2.3 (73) (66) (70) (285) (107) (81) (82) Notes: Data Including Tunisia and South Africa for all businesses unless stated otherwise; 1. Calculated based on number of physical goods orders (Incl. Tunisia and South Africa); 2. Contribution Margin defined as Gross Profit minus Fulfillment expense; 3. General & Administrative expense, excl. SBC, Share-based Compensation expense; 4. Sales & Advertising expense
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27 Growth Is Back: Broad-Based Reacceleration Across Core Markets Core markets driving momentum, Egypt repositioning for long-term recovery Notes: For physical goods only unless stated otherwise; 1. Includes Corporate Sales; 2. Except for Egypt; 3. Excluding Tunisia and South Africa; 4. Quarterly active customers refer to unique customers who placed an order for a product or a service on our platform, within the 3-month period preceding the relevant date, irrespective of cancellations or returns; 5. Paid Online Marketing Physical Goods Orders3 Sustained growth driven by continued execution and improved product assortment across key categories +25% +22% +36% (15%) +72% +11% +9% +25% +38% (6%) +62% +5% +23% +30% +56% +27% +94% +15% Strong year-over-year increase, supported by strong consumer momentum +4% +20% +44% (69%) +65% +7% +11% +39% +31% (50%) +110% +8% +22% +43% +38% (23%) +157% +18% GMV3Quarterly Active Customers3,4 Quarterly active customers up, driven by local-channel acquisition (JForce/CRM/SEO/POM5) and rising repeat +20% +20% +21% (17%) +47% +6% +9% +23% +21% (15%) +48% +1% +19% +27% +34% +8% +60% +9% Q1-25 Q2-25 Q3-25 Ivory Coast Nigeria Kenya Other Markets3Egypt1 Growth Momentum Continues Across All Markets2 Ghana
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28 Turnaround Based on Strong Leadership and Broad Participation of an Incentivized Workforce Empowered local teams, clear incentive schemes, and strong alignment enable team retention and sustained success Performance-driven selection and focus on merit-based internal promotions from operations teams Merit-based Retention of Top Performers Autonomy + Clear accountability of country teams, allowing faster and more impactful decision-making Empowered Local Operations Broad allocation of stock options and long-term incentives among ~100 managers Incentives Aligned to Outcomes Restructured the oversized Dubai office and prioritized optimization of cost-intensive functions Clear Alignment with Mission & Turnaround Plan
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The Sole Pan-African E-commerce & Tech Platform 03
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30Note: 1. Refers to Kenya, Uganda Speakers Antoine Maillet-Mezeray EVP Finance & Operations Hisham El Gabry Chief Commercial Officer Vinod Goel Regional CEO – East Africa1 Marcelle Siayojie CEO Jumia Senegal
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Bridging The Supply & Demand Gap One Platform Connecting Sellers & Customers Across Africa Notes: LTM Q3-25 data unless mentioned otherwise; 1. Pick-up/Drop-off Stations: Physical locations where customers or sellers can collect or drop off packages (including returns); 2. Third-Party Lending; 3. Physical Goods, excl. Tunisia and South Africa; 4. Includes Riders and Partners; 5. JumiaPay is available in all Jumia’s markets, and licensed in 3 countries (Egypt, Nigeria, Kenya); 6. As of 2024 Marketplace Access to large consumer base Localized seller center interface Local and international seller network Expanded product variety Unique data and insights Brand building and consumer targeting Consumer finance options2 Purpose-built for Africa and offering access, delivery, and trusted payments in one platform Enabling E-commerce Delivery ~2,380 Pick-up Stations3 ~246 Logistics Partners4 Proprietary tracking and routing tools & systems Vast logistics partners network Warehousing facilities & PUDO1 stations ~625m People ~40% of African Population6 Enabling E-commerce Cashless Payments Local currencies supported Fast payments Multiple payment methods (incl. wallets) ~71k Sellers, multi-category breadth ~94% 3 Items sold through marketplace offered by 3P 9 Markets5 (licensed in 3 countries) ~36% of Total Transactions ~49% of Africa GDP of $2.8tr6 54% of Africa Internet Users6 31 9 Countries of Operations
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32 Operations Tailored for Africa’s Realities Adapted Assortment Focus on Affordability, Availability & Value for Money ✓ Entry-price / Affordable SKUs ✓ Balanced local vs cross-border mix for availability & value ✓ Cater for very broad customer base Africa is attractive but hard to serve → Jumia is positioned to win because we are solving the structural frictions Offering & Supply1 Fix the Distribution Gap & Delivery Reliability at Low Cost Logistics3 Affordability Over Convenience ✓ PUDO1 network + Efficient Warehousing ✓ Partner-enabled last mile (harnessing local entrepreneurs and 3PLs partners) ✓ Cheap Delivery Options Flexible Payments to Increase Conversion Payments4 Payments That Fit Africa ✓ COD2 where it converts best ✓ JumiaPay and Digital3 on Delivery where it makes sense ✓ Integration with multiple mobile money / wallet systems End-To-End (Online & Offline) Efficient Marketing Marketing2 Online & Offline Coverage ✓ Smart SEO and Paid Marketing with Payback Gates ✓ Leverage CRM at Zero Cost ✓ JForce + Local-first channels for smaller cities acquisition & conversion All Enabled by Proprietary Tech Notes: 1. Pick-up/Drop-off Stations: physical locations where customers or sellers can collect or drop off packages (including returns); 2. Cash on Delivery; 3. Cards Payments
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33 Local depth, China pipeline and brand partnerships,→ all powered by Jumia’s trusted platform Why it Matters? Assortment Depth Long-tail of local merchants across everyday categoriesAcross everyday categories Affordability (Price ) Long-tail of local merchants across everyday categoriesWide entry-price products Availability / Fill-Rate Long-tail of local merchants across everyday categories Balanced local and cross-border mix Speed & Predictability Long-tail of local merchants across everyday categories Faster lead times and deliveries routing Monetization Long-tail of local merchants across everyday categories Better take rates + Ads opportunity Broad Based Assortment from Local MerchantsBrands Adapted to Local Demand Entry Prices Focused on Fashion, Home & Electronic AccessoriesPriority Access / Co-Marketing Opportunity Extensive Collection of ~46k Local / African Merchants Local CommerceProminent African Brands Cross-Border China Sellers Deep Partnerships with ~25k International Merchants Global Brands We Are Creating Africa’s Supply Engine – Combining Global Reach & Local Depth 1 ~24k1 Chinese Merchants Note: 1. The number of sellers who received an order on our marketplace within the 12-month preceding the relevant date, irrespective of cancellations or returns that have China or Hong Kong as the country of origin (i.e., where the seller is based in China or Hong Kong)
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Why It Matters? 34 China supply now live – more choice, better prices, more resilient and scalable supply China Supply Flywheel in Motion China Supply Unlocks Choice, Price & Growth1 ~2.2m1 of Products from Chinese Suppliers in Warehouses ~55% Q3-25 YoY Growth of Items Sold from Chinese Sellers ~62 Jumia Staff in China Notes: USD amounts converted at spot FX rate as of 7-Nov-25; 1. As of Sep-25; 2. Average Order Value; 3. vs. Chinese players; 4. 3P-led inventory, faster sell-through of price-competitive Chinese SKUs, and improved supplier terms Enhanced Value Proposition for Consumers Broader assortment, products availability, lower price Margin & Monetization Uplift AOV2 drifting slightly down while take rates rise High-Volume Potential Scalability potential in key categories in case of local scarcity Sourcing Complementarity Covering categories where local supply cannot scale Enhanced Working Capital Shorter cash conversion cycle; lower WC needs4 Built to Win vs Chinese Platforms On-the-ground presence + similar access to Chinese markets3 Backpack - $8 Shoe Rack - $7 T-Shirt - $6 Hair Clipper - $2 Headphones - $5 Camera – $17Power Bank - $4 Shoes - $3
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35 Jumia as an Enabler for Local Merchants1 Video
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Monthly Local Active Sellers1How Jumia Empowers Local Merchants 36 Empowered and growing local sellers – right products, broader assortment 1 Local Merchants Unlock Relevance, Reach & Loyalty Reach & Scale Instant access to a national and pan-African customer base Training & Support Structured onboarding, seller hub e-learning, seller support Full-stack Seller Tools Seller center; ops & finance tools; performance data/insights Brand Halo & Trust Leverage Jumia’s brand to boost credibility 23.2k 23.7k 24.1k 24.0k 24.8k 25.2k 26.3k 26.9k 27.9k Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 +4.6k Note: 1. The number of local sellers (based on tax classification) who received an order on our marketplace within the 1 month preceding the relevant date, irrespective of cancellations or returns
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GMV category mix remained broadly stable, with modest gains in Phones and Electronics reflecting better product availability Items Sold Physical Goods SplitGMV Physical Goods Split Q3 2024 Q3 2025 5% 95% 4% 96% 37 Notes: 1. Average Order Value; 2. Other induces FMCG and other categories AOV1 $37.6 $35.3 Q3 2024 Q3 2025 5% 95% 8% 92% Mix shifted toward Home & Living from Q3-24 to Q3-25, driven by a deal for low-value items with a customer in Egypt Phones Electronics Home & Living Fashion Beauty Other2 Improving Sales Trends Driven by Better Supply1
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Wide assortment tailored to local demand 38 Our Fit-For-Africa Marketplace Assortment1 TV - $63 Wireless Mouse - $7 Blender - $16 Fan - $12 Men’s Sneakers - $7 Note: USD amounts converted at spot FX rate as of 06-Nov-25 Electric Mixer - $5
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Marketing Channels Driving Growth – Online & Offline Coverage Offline Hyper Localized Acquisition Channels • JForce: ~10% of gross orders1 • Pick-up station Field & Retail Activation • Branding • Radio Mass Media • Print • Catalog Print & Collateral 39 2 Full online and offline coverage to reach customers where they are Online Enhanced Customer Experience • Free channels, SEO • Paid marketingOrganic & Paid • Social media • Local InfluencersSocial & Creators • Direct • CRM Owned Note: 1. % of gross orders made by JForce agents for Last Twelve Months
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40 JForce2 Video
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41 We Run The #1 Delivery Network in Africa Ghana KPIs 244 Pick-up stations 36 3PL partners Uganda KPIs 163 Pick-up stations 42 3PL partners Morocco KPIs 193 Pick-up stations 18 3PL partners Nigeria KPIs 480 Pick-up stations 62 3PL partners Ivory Coast KPIs 351 Pick-up stations 26 3PL partners Kenya KPIs 349 Pick-up stations 25 3PL partners Senegal KPIs 134 Pick-up stations 12 3PL partners Egypt KPIs 332 Pick-up stations 20 3PL partners Algeria KPIs 132 Pick-up stations 5 3PL partners Dense delivery network hard to replicate 3 Note: Data as of LTM Q3-25
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42 How Jumia’s Network Delivers Affordably at Scale Notes: Q3-25 data unless mentioned otherwise; 1. Pick-up stations: physical locations where customers or sellers can collect packages; 2. Includes Riders and Partners, LTM Q3-25, excluding Tunisia and South Africa; 3. As of Dec 2024 Affordability at scale through local partners, Jumia tools, optimised delivery, and efficient warehouses management We Harness Local Entrepreneurs ▪ Asset-light ecosystem of delivery partners unlock scale and efficiency ▪ Unique know-how beyond delivery capabilities ~246 Logistics Partners2 We Optimize Delivery for Affordability ▪ Focus on affordable/cheap delivery options vs convenience (e.g. PUS1 delivery vs at home) ▪ Deep coverage across urban and rural areas 60% From Outside the Main Urban Centers Supported by Efficient Warehouse Facilities ▪ Larger and standardized locally run warehouses to cut lead times ▪ Additional capacity / locations available with minimal capex or special requirements +120,000 m2 Warehouse Storage Capacity3 Proprietary Tools Embedded Within our Network ▪ Seamless integration with Jumia tech & data ensuring end-to-end visibility and control ▪ Standardized processes for last mile, returns, etc. Unified Technology Platform 3
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43 Warehouse Illustration3 Video
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Wide & Dense Network Driving Scale and Customer Experience 44 Extending Network & Reach Expand reliable logistics and pick-up networks into secondary cities Broaden coverage and shorten delivery times Enabling Sellers & Expanding Addressable Market Sellers reach new cities and customer segments through Jumia’s logistics Grow GMV and category depth Volume Density Driving Cost Efficiency Concentrated parcel flows and warehouse throughput unlock economies of scale Route and process optimization boost savings Value Proposition Built Around Key Customer Needs Faster, more predictable deliveries boost satisfaction and trust Better experience increases repeat usage and orders More reach brings more sellers and more attractive pricing, lifting conversion & business repeat Logistics Flywheel EmpowerSellersExpandNetwork Scale &Optimize Im proveValueProposition I II IIIIV 3
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17% 28% 55% Flexible Payments = Trust & Conversion Flexible Payment Methods ▪ Critical to onboard first-time online shoppers, build trust, and increase conversion when needed …Enabled by Multiple Credit Partners / Payment Methods Banks Jumia Payment Methods Mix… Flexible payment methods to reduce friction and increase conversion rates Cash on Delivery Digital on Delivery Prepayment \ \ \ ▪ Available in 9 markets1; removes complexity of cash management ▪ Highest delivery success and lower operational complexity Cards Mobile Money Money Transfers/Cash Buy Now Pay Later 45 Usage increased over the past few years Share of Mix Declining Significant Increase Over Time Note: Data as of Q3-25, physical goods only; 1. Available in all Jumia’s markets 4
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46 Seller Centered Tools Customer Centered Tools Operations & Finance Tools Seller Center Pricing Automation Catalogue Multiple Payment Options App & Website Marketing Tech Logistics Partner Management Finance Tools Driver App Warehouse and Order Management Hub Management Compliance and Risk Management Technology Platform One Entry Point One account (SSO1) for all Jumia services One Services Layer Shared building blocks for shopping, delivery & payments One Data Layer All activity flows into one data hub & AI One Security & Infra Same protection and uptime across everything A Unified Tech Platform Note: 1. Single Sign-on
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47 African Challenges Technology Platform Low Bandwidth / High Data Cost Mobile-first Apps Mobile-optimized Website Performance Optimization for Minimal Data Use Varied Seller Digital Literacy User-Friendly Seller Apps With Intuitive UX Seller Hub for Online Training And Onboarding Local Teams Supporting Sellers’ Onboarding Quickly Evolving Environment Modular, Service-oriented Platform Design Continuous ML/AI-driven Improvements Scalable Architecture Supporting Capacity Growth Fragmented Payments & Low Trust Unified Payments API1 Through JumiaPay Fraud Scoring and Proprietary Risk Management Tools PCI-DSS2 Certified & Secure Transaction Environment Dispersed Geographies & Uneven Last Mile Standardized Warehouse and Transport Software Full Tracking and Rapid Partner Onboarding Automated Logistics Platform for Scalability We Built a Tech Stack Tailored for African Realities Notes: 1. Application Programming Interface; 2. Payment Card Industry Data Security Standard
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More Data Generates Better Insights for Sellers and Consumers Better Insights Attract More SellersandConsumers Generating More Data 48 Data is at the Heart of Our Platform Data Warehouse A unified data warehouse powering real-time analytics, personalization, and operational optimization Jumia Logistics Jumia Marketplace Shipping Info Location Payment Methodology JumiaPay Purchase Info Fraud Events Validated Transactions Payment Method Refunded Transactions More Value for Consumers More Value for Sellers Personalization More Relevant Offering Faster and Better Delivery Enhanced Experience Enhanced Consumer View Better Pricing Inventory Management Tailored Marketing More Value for Jumia Tailored Marketing Better Processes Single View of Consumer Real- time Analytics Traffic Returns Purchase Info Product Trends Consumer Feedback Consumer Info
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Jumia’s Formula for Winning in Africa 04
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50 Speaker Temidayo Ojo CEO Jumia Nigeria
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51 Algeria Egypt Kenya Uganda Morocco Ivory Coast Ghana Nigeria Senegal Small Local Players / Social Commerces Jumia’s positioning is the result of more than a decade of investments & execution Small Local Players / Social Commerces Small Local Players / Social Commerces Wide Pan African Footprint and Market Leadership Key Other Players Key Other Players
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Network Reach & Density at ScaleCustomers’ Trust Purpose-built corridors and a dense micro-hub/PUS1 network reachStrong brand, easy returns, transparent tracking, and responsive Suppliers & Commercial InfrastructureAdvanced Tech Stack Reliable assortment, proven processes, China teamScaling faster across markets at lower unit cost 52 We Win vs Local Players with Scale, Tech, Density & CX 2 4 3 1 Note: 1. Pick-up stations: physical locations where customers or sellers can collect packages
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53 We Are Better Positioned to Outperform Global Entrants with Fit-For-Africa Model & Trust – Illustrative Example Assortment Exhaustivity of Product Range Locally Relevant Assortment, Direct China Sourcing Built Over Time Cross-border Small-parcel Focus, Constrained by De Minimis Thresholds Geographical Coverage Nationwide Accessibility Extensive National Reach incl. Secondary Cities Coverage Narrow Geographic Footprint and Limited Access to Efficient Distribution Networks Payment Methods Flexible Payment Solutions Mix of Cash / Digital on Delivery & Prepayments Prepay-Centric, No Cash-on-Delivery Option Trust Reliability and Local Support Local Customer Support, Buyer Protection, Reliable Delivery No Local End-Support and Delivery Reliability Challenges Logistics Network Robust & Trustworthy Partners Pan-African Delivery Network with Strong and Loyal 3PL Partners Cross-border Parcel Model, Small Scale Local Couriers
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Note: 1. The e-commerce platform the respondents mention first when asked which stores they know Source: Ipsos report (as of September 2025) 26%47% Top of Mind11 2 89%97% Brand Awareness 1 2 20%39% 1 3Most Often Used Brand Jumia leads in awareness, usage, and recommendation 54 One of the Most Recognized & Trusted E-Commerce Platforms – Illustrative Example in Nigeria Nigeria “Jumia Proof Market” 30%50% 1 3Repurchase within 6 Months Vs
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International Cross-Border1 Local E-Commerce2 55 Our Competitive Landscape Notes: 1. International cross border: Platforms facilitating direct product shipments from international suppliers to consumers across borders; 2. Local e-commerce: Regionally-focused e-commerce platforms serving specific domestic markets Brand Recognition And Trust Affordability Assortment Secondary Cities Exposure Payment Capabilities Local Expertise & Cust. Support Logistic Network Efficiency Local Sourcing International Sourcing Trusted and Recognized African E-commerce Brand Comprehensive and Affordable Product Range Enabled by Diversified Supply Base Strong Exposure to Secondary Cities with More Potential for Expansion Comprehensive Payment Capabilities with Mix of Online and Offline (CoD) Methods Tailored to African Operations; Local Customer Support in All Countries Excellent Logistic Network Capabilities In Africa; Designed for Maximum Efficiency and Scale Strong Local Sourcing Capabilities; 15 Years of Developing & Scaling Local Sourcing Top-Tier & Improving International Sourcing; Dedicated Team in China, More Ramp-up Potential For CustomersFor Vendors
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Cards Mobile Money Wallets BNPL Support at Pick-up Stations Local Customer Support JForce for Issue Resolution In-app Self-serve Returns Portal Targeted CRM for Re-activation JForce Call Centers Pick-Up Stations App & Web CRM Cash on Delivery E-money on Delivery PUDO1 Network Close to Customers Secondary-City Density Partner Last-Mile Home Delivery with Track & Trace Pick-up Stations Local Radio Prints / Catalogues App & Web Local Influenceurs Paid Marketing / SEO Social Networks 56 CONVERSION (PAY) SUPPORT & REPEAT AWARENESS ACQUISITION DELIVERY We meet customers where they are, we enable smooth payments, we deliver, and we support them to drive repeat ONLINE OFFLINE We Built a Platform for How Africans Really Shop – Online & Offline Note: 1. Pick-up/Drop-off Stations: physical locations where customers or sellers can collect or drop off packages (including returns)
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Break 10 min
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Country-Level Lens 05
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59 Note: 1. Refers to Ivory Coast, Ghana, Senegal, Morocco and Algeria Speaker Renaud Glenisson Regional CEO – West & North Africa1
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Operational Efficiency KPIs by Market Clear and measurable objective for profitable growth 60 Scale Logistic Network Coverage / Penetration Unit Economics Take Rate / Fulfillment / Marketing Lean Fixed Costs G&A / Tech xProfitability x CI NG KE EG GH CI NG KE EG GH CI NG KE EG GH Countries where Jumia is Best-in-class
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61 Scale & Penetration Logistic Network Coverage Population Covered1 Penetration # of Orders3 /1k Population4 Economic Relevance GMV3 vs GDP5 ~60% ~30% ~45% ~65% ~40% Other Markets Strong coverage with a long runway for deeper penetration and GMV growth Sources: World Bank, S&P Notes: Order and GMV data as of LTM Q3-25; 1. Company estimates for population living in sub-counties / districts / legal governments areas with at least 1 PUS; 2. Incl. Morocco, Senegal, Uganda and Algeria; 3. Data for all businesses (Excl. Tunisia and South Africa); 4. 2024 population; 5. 2025E GDP Jumia Markets 135 36 57 15 52 23 Other Markets 37 0.20% 0.07% 0.07% 0.02% 0.06% 0.03% Other Markets 0.05% 2 2 2 CI NG KE EG GH CI NG KE EG GH CI NG KE EG GH Countries where Jumia is Best-in-class n.a.
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62 Growth Heatmap 19% 27% 34% 8% 60% 9% Broad-based reacceleration across core markets Notes: Figures for Physical Goods only; 1. Q3-25 vs Q3-24; 2. Incl. Morocco, Senegal, Uganda and Algeria Jumia Markets 23% 23% 30% 56% 27% 94% 15% 34% 22% 43% 38% (23%) 157% 18% Other Markets 26% 2 2 2 Quarterly Active Customer YoY Growth1 Orders YoY Growth1 GMV YoY Growth1 Other Markets Other Markets Other Markets CI NG KE EG GH CI NG KE EG GH CI NG KE EG GH > 40% excl. corp. sales
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Other Markets 63 Operational Efficiency KPIs by Market Clear and measurable objective for profitable growth Notes: Data as of Q3-25 excluding South Africa and Tunisia unless stated otherwise; 1. Physical Goods Orders; 2. Incl. Morocco, Senegal, Uganda and Algeria Other Markets $1.9 2 2 2 Take Rate Fulfillment Expense / Order1 Marketing Expense / Order1 $0.9 Other Markets 12.1% CI NG KE EG GH CI NG KE EG GH CI NG KE EG GH Jumia Markets Countries where Jumia is Best-in-class
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Strategy for Next-Phase of Growth & Financial Outlook 06
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Speakers 65 Antoine Maillet-Mezeray EVP Finance & Operations Francis Dufay Chief Executive Officer
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66 Massively Underpenetrated Markets Structural Headroom for Growth Fit-for-Africa Value Proposition Built Around Key Customer Needs + Proven Playbook Positions Jumia to Capture a Larger Share of the Total Addressable Market Unique Positioning and Deep Local Know-how Provides Strong Barriers to Entry Asset-light Model, Backed-by Proprietary Logistics Tech Ensures Scalability and Units Economics Leverage Trusted & Recognizable Brand Driving Loyalty and Customer Stickiness Drives Growth and Repeatability Jumia is Well-Positioned to Capture the Next Phase of Growth
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Our Financial Objectives Strong confidence in our path to profitability and longer-term trajectory 67 ✓ Assortment + Availability: scale China sourcing engine and deepen key categories ✓ Higher country coverage and secondary cities penetration + S&A re-acceleration ~$2.5-3.0bn by 2030E GMV Target ✓ Increase marketplace monetization (seller services & on-platform ads) ✓ Improve mix quality + more disciplined promotions +2-2.5pp. Improvement by 2030E Take Rate Expansion ✓ Scale, operating-leverage & efficiency improvements benefits already in motion ✓ On track toward to reach full- year profitability by 2027 +20% by 2030E Adjusted EBITDA Margin1 ✓ FCF positive from 2027 onwards ✓ Expected to deliver on current 5-year plan without external cash needs Self-Funded Growth Plan Cash Burn? Note: 1. Defined as Adjusted EBITDA / Revenue
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68 GMV 2025E ~$0.8bn GMV 2030E Value Proposition Enhancement Clear strategic execution in motion, with multiple long-term avenues/optionality to extend growth momentum Enhanced Coverage S&A Re-acceleration Conversion Improvements 5 6 Optionality 3P Logistics Services New-countries 1 Current Plan 2 3 4 Guidance $2.5-3.0bn Committed to Driving >20% GMV CAGR Over the Next 5 Years
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69 Source: World Bank, 2024 Notes: Physical Goods only; Data as of Q3-2025 unless stated otherwise; 1. Physical Goods only, Last Twelve Months; 2. Company estimates for population living in sub-counties / districts / legal governments areas with at least 1 PUS Our Countries are still massively underpenetrated providing a long runway for growth Ivory Coast Nigeria Kenya Ghana Current Coverage2 100% 100% 100% 100% Population Annual Active Customers1 ~870k 32m ~1,710k 233m ~910k 56m ~420k 34m ~60% ~30% ~45% ~40% Significant Opportunity Significant Opportunity Within Our Current Markets
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12.3% Today In 4-5 years 70 Monetization Stack: Take Rate Expansion Increase in commissions and fees as a function of scale Increase ads contribution from 1% to ~2% of GMV via different initiatives +50bps p.a. +2-2.5pp Take Rate Higher take rate, stronger retail margin, lower cost per order Optimize cross-border / China mix for sharper prices and a slightly higher take rate; limited mix impact Automated pricing to improve commercial operations and retail margin Note: 1. Q3-25 LTM, Physical Goods, including Tunisia and South Africa 1
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Continuous Efficient MarketingDecreasing Fulfillment Expense 71 From Scale to Profit Scale effects on logistics costs Spare capacity in warehouses; Improving productivity Better tech optimization across supply chain Reduce Failed Deliveries Result-Driven Spend Channel-Mix Optimization Data-Led Targeting / Ads Monetization Event Pulses with Payback Threshold (Jumia Anniversary, Black Friday) Fulfillment Expense per Order on a Sustained Downward Trajectory Marketing Expense per Order Trending Down; Demand Expected to Get Cheaper Every Year Asset light logistics and efficient marketing deliver scalable profitability Automate Customer Support & Use of AI $3.5 $2.1 $1.3-1.5 2022A Today 2030E Fulfillment Expense per Order1 $3.1 $0.8 $0.4-0.5 2022A Today 2030E Marketing Expense per Order1 Notes: Figures including Tunisia and South Africa, all businesses; 1. Calculated based on number of physical goods orders; 2. LTM Q3-25 2 2
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Lean G&A and Tech Efficiency 72 Lean Core – Automated Scale AI for Tech Efficiency Security & Cybersecurity SOC Automated Threat Detection & Security Response Software Development AI Assistant Coding and Code Review Automation Infrastructure & Operations Intelligent Monitoring and Automated Incident Response E-Commerce Core B2B Support, Content Generation & Prod. Categorization Productivity & Automation Deployment of Several AI Tools to Increase Productivity Various Platforms Currently in Development Lean G&A Maintain Lean & Scalable Structure Continuous Contracts Negotiations Suppliers Optimization Maintain Asset-Light Footprint (Leases where possible) Lean Fixed Cost Base; Structural Run-Rate Savings Expected Savings of $2.5-3.5m1 per Year Stable fixed-cost base and automation drive unit costs down as volume scales Note: 1. Estimated average over the period 2025-2030E
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73 Concrete Execution Drivers to >20% Adjusted EBITDA Margin Notes: Data for all businesses unless stated otherwise; 1. Data for Physical Goods only; 2. Sales & Advertising expense; 3. Share-based Compensation expense (“SBC”); 4. Defined as Adjusted EBITDA / Revenue Gross Margin / Take Rate Expansion Fulfillment Expense Savings Marketing Efficiency / Repeat Buyers Fixed Costs Savings Scale / Operational Leverage Path to Stable Profitability YTD Q3-25 Adjusted EBITDA Margin4 Take Rate Revenue GMV Fulfillment Expense As % of GMV / Expense per Order1 Marketing Expense2 As % of GMV / Expense per Order1 Tech & Content Expense, G&A Expense, excl. SBC3 (Fixed Costs) As % of GMV / Expense per Order1 ~ (34%) ~12.5% ~$128m ~$539m ~5.7% ~$2.0 ~2.3% ~$0.8 ~14.1% ~$5.0 / / / >20% ~14.0-15.0% ~$600-650m ~$2.5-3.0bn 2030E ~3.5-4.0% ~$1.3-1.5 ~1.3-1.5% ~$0.4-0.5 ~3.0-4.0% ~$1.0-1.4 / / /
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Angola 74 Long-Term Growth Optionality Fill Routes Lift Drop Density Lower $/order with Minimal S&A Monetize Existing Networks Increase Coverage Offer Jumia’s Network to 3rd Parties Enables to: Tanzania Expand to New Countries Only when gates are met: FX Stability Partner Density Thresholds Seller Pipeline Readiness Payback Within Internal Thresholds Sufficient Cash Long-term optionality pinpointed to underpin future growth $50bn+ Opportunity1 3P Logistics Services Note: 1. 2032E Africa Third-Party Logistics Market Size (as of The Business Research Company - 2023) Sources: The Business Research Company, S&P Global Market Intelligence 38m Population $108bn GDP 69m Population $79bn GDP
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Closing Remarks
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76 Key Takeaways 1 Africa’s Digital-Commerce Moment is Now 3 The Reset is Done and Our “Built-to-last” Operating System is in Place 2 Jumia is a Scaled, Pan-African, Listed Platform Built For This Moment 4 Momentum is Visible Across Markets and The Path to Profitability is Defined and Executable 5 Scarcity Value With Clear Long-term Upside
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Q&A Strategy
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Q&A Financials
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Appendix
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STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL“Gross Merchandise Value”, or “GMV”, corresponds to the total value of orders for products and services including shipping fees, value-added tax, and before deductions of any discounts or vouchers, irrespective of cancellations or returns. We believe that GMV is a useful indicator for the usage of our platform that is not influenced by shifts in our sales between first-party and third-party sales or the method of payment. “Orders” corresponds to the total number of orders for products and services on our platform, irrespective of cancellations or returns. We believe that the number of orders is a useful indicator to measure the total usage of our platform, irrespective of the monetary value of the individual transactions. “Annual Active Customers” means unique customers who placed an order for a product or a service on our platform, within the 12-month period preceding the relevant date, irrespective of cancellations or returns. We believe that Annual Active Customers is a useful indicator of the adoption of our offering by customers in our markets. “Quarterly Active Customers” means unique customers who placed an order for a product or a service on our platform, within the 3-month period preceding the relevant date, irrespective of cancellations or returns. We believe that Quarterly Active Customers is a useful indicator of the adoption of our offering by customers in our markets. We use GMV, Orders, Annual Active Customers, Quarterly Active Customers as some of many indicators to monitor usage of our platform. “JumiaPay Transactions” corresponds to the total number of orders for products and services on our marketplace for which JumiaPay was used, irrespective of cancellations or returns, for the relevant period. We believe that JumiaPay Transactions provides a useful indicator of the development, and adoption by customers, of the cashless payment services offerings we make available for orders on our platform irrespective of the monetary value of the individual transactions. We use the number of JumiaPay Transactions to measure the development of our payment services and the progressive conversion of cash on delivery orders into prepaid orders. “General and administrative expense, excluding SBC”, corresponds to the General & Administrative (“G&A”) expense excluding share-based compensation expense (“SBC”). We use this metric to measure the development of our G&A costs exclusive of the impact of SBC which is mainly a non-cash expense, influenced, in part, by share price fluctuations. “Adjusted EBITDA” corresponds to loss for the period, adjusted for income tax expense, finance income, finance costs, depreciation and amortization and further adjusted for Share-based compensation expense. We use Adjusted EBITDA as a measurement of operating performance because it assists us in comparing our operating performance on a consistent basis by removing the impact of items not directly resulting from our core operations, for planning purposes including the preparation of our internal annual operating budget and financial projections, to evaluate the performance and effectiveness of our strategic initiatives, and to evaluate our capacity to expand our business. “Take Rate” corresponds to Gross Profit divided by GMV, expressed as a percentage. We use this measure to track monetization of our platform offerings. “Pick-up stations” corresponds to physical locations where customers or sellers can collect packages. Metrics Definition
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STRICTLY PRIVATE & CONFIDENTIAL STRICTLY PRIVATE & CONFIDENTIAL Non-IFRS Reconciliation USD millions For the Nine Months Ended September 30, 2025 As a % of Revenues Loss for the Period (51.2) (40%) Income Tax Benefit / (Expense) 0.8 1% Net Finance Costs / (Income) (2.1) (2%) Depreciation and Amortization 5.9 5% Share-based Compensation Expense 3.4 3% Adjusted EBITDA (43.3) (34%) Revenue 127.5 100%