Slides
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Company Presentation August 2026
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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. These statements represent our opinions, expectations, beliefs, intentions, estimates or strategies regarding the future, which may not be realized. In some cases, yo u can identify forward-looking statements by terms such as “may,” “will,” “should,” “expects,” “plans,” “anticipates,” “could,” “intends,” “targets,” “projects,” “believes,” “estimates”, “potential” or “continue” or the negative of these terms or other similar expressions that are intended to identify forward-looking statements. Certain expected or projected figures are marked by a capital “E” (for example, "2030E") to indicate that they represent forward-looking statements based on expectations or estimates rather than historical results. Forward -looking statements are based largely on our current expectations and projections about future events and financial trends that we believe may affect our financial condition, results of operations, business strategy, short -term and long-term business operations and objectives, and financial needs. These forward-looking statements involve known and unknown risks, uncertainties, changes in circumstances that are difficult to predic t and other important factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or impl ied by the forward-looking statement. These risks include, without limitation, those described under Item 3. “Key Information—D. Risk Factors,” in our Annual Report on Form 20-F as filed with the US Securities and Exchange Commission (SEC). Moreover, new risks emerge from time to time. It is not possible for our management to predict all risks, nor can we assess the impact of all fac tors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ from those contained in any forward -looking statements we may make. In light of these risks, uncertainties and assumptions, the forward-looking events and circumstances discussed in this presentation may not occur and actual results could differ materially and adversely from thos e anticipated or implied in the forward-looking statements. We caution you therefore against relying on these forward-looking statements, and we qualify all of our forward-looking statements by the cautionary statements contained, or referred to in this statement. The forward-looking statements included in this presentation are made only as of the date hereof. Although we believe that the e xpectations reflected in the forward-looking statements are reasonable, we cannot guarantee that the future results, levels of activity, performance or events and circumstances reflecte d in the forward-looking statements will be achieved or occur. Moreover, neither we nor our advisors nor any other person assumes responsibility for the accuracy and completeness of the forward -looking statements. Neither we nor our advisors undertake any obligation to update any forward-looking statements for any reason after the date of this presentation to conform these statements to actual r esults or to changes in our expectations, except as may be required by law. You should read this presentation with the understanding that our actual future results, levels of activity, performa nce and events and circumstances may materially differ from what we expect. 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. Unless otherwise indicated, the information and statements in this presentation speak as of December 31, 2025 and have not be en updated to reflect subsequent developments. 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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2 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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4 Africa Is the Last Major Untapped E-Commerce Frontier Africa Today World’s Fastest Growing Population ~1.5 Billion People 2019 2025 2029E 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: 2025 data unless mentioned otherwise; 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 5 Incremental growth can unlock major upside
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6 Entering a Favorable 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, urbanization 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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7 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 favoring experienced local players Why Now: Proven Model × Improving Cycle × Massive Structural Runway Note: 1. Pickup/Dropoff Stations: physical locations where customers or sellers can collect or drop off packages (including returns)
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8 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: 2025 data unless mentioned otherwise; 1. As of 11 November 2025
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Here is How We Solved It Africa is Complex 9 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 behavior 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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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 11 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, catalog 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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III 12 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-margin 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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13 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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Tighter Operations, Richer Assortment, Smarter Marketing, Lower Fixed Costs Operational Leverage in Motion 14 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 Burn5 (0.9) -25 bps +0.6 (1.5) (53) -24pp (48) -23pp (15) -6pp Δ 22 vs 25 +139 +229 Cash Burn $ % $ $ $m % $m % $m % Units $m $m 14.3% 2023 5.4 12.7% 114 56% 2022 (202) 13.8% 2024 12.4% 2025 69 37% 63 38% 61 32% 67 33% 21 12% 17 10% 19 10% 52 26% 42 22% 38 22% 37 20% 6.2 5.5 4.5 3.5 2.6 2.3 2.0 1.9 3.7 3.2 2.5 (73) (66) (63) (285) (107) (81) (56) 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; 5. Cash burn is defined as the use of Liquidity Position, which is comprised of Jumia’s cash and cash equivalents and term deposits and other financial assets.
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15 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% +15% +33% +50% +23% +82% +16% 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% +31% +50% +48% +2% +124% +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% +16% +32% +38% +9% +65% +13% Q1-25 Q2-25 Q3-25 Ivory Coast Nigeria Kenya Other Markets3Egypt1 Growth Momentum Continues Across All Markets2 Ghana Q4-25
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The Sole Pan-African E-commerce & Tech Platform 03
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Bridging The Supply & Demand Gap One Platform Connecting Sellers & Customers Across Africa Notes: 2025 data unless mentioned otherwise; 1. Pickup/Dropoff 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) 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 ~2,422 Pickup Stations3 ~230 Logistics Partners4 Proprietary tracking and routing tools & systems Vast logistics partners network Warehousing facilities & PUDO1 stations ~637m People ~41% of African Population Enabling E-commerce Cashless Payments Local currencies supported Fast payments Multiple payment methods (incl. wallets) ~70k Sellers, multi-category breadth ~88% 3 Items sold through marketplace offered by 3P 9 Markets5 (licensed in 3 countries) ~51% of Africa GDP of $3.1tr 57% of Africa Internet Users 17 9 Countries of Operations
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18 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. Pickup/Dropoff Stations: physical locations where customers or sellers can collect or drop off packages (including returns); 2. Cash on Delivery; 3. Card Payments
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19 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 delivery 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 ~54k Local / African Merchants Local CommerceProminent African Brands Cross-Border China Sellers Deep Partnerships with ~19k International Merchants Global Brands We Are Creating Africa’s Supply Engine – Combining Global Reach & Local Depth 1 ~19k1 Chinese Merchants Note: 2025 data unless mentioned otherwise; 1. The number of sellers who received an order on our marketplace within the 12-month period 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? 20 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 ~621 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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Monthly Local Active Sellers1How Jumia Empowers Local Merchants 21 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 29.2k 34.7k 33.1k +9.9k 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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Wide assortment tailored to local demand 22 Our Fit-For-Africa Marketplace Assortment1 TV - $63 Wireless Mouse - $7 Blender - $16 Fan - $12 Men’s Sneakers - $7 Note: 2025 data. USD amounts converted at spot FX rate as of 6-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 • Pickup station Field & Retail Activation • Branding • Radio Mass Media • Print • Catalog Print & Collateral 23 2 Full online and offline coverage to reach customers where they are Online Enhanced Customer Experience • Free channels, SEO • Paid marketing Organic & Paid • Social media • Local InfluencersSocial & Creators • Direct • CRM Owned Note: 1. As of Sep-25. % of gross orders made by JForce agents for Last Twelve Months.
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24 How Jumia’s Network Delivers Affordably at Scale Notes: Q4-25 data unless mentioned otherwise; 1. Pickup stations: physical locations where customers or sellers can collect packages; 2. Includes Riders and Partners, 2025, excluding Tunisia and South Africa Affordability at scale through local partners, Jumia tools, optimized delivery, and efficient warehouse management We Harness Local Entrepreneurs ▪ Asset-light ecosystem of delivery partners unlock scale and efficiency ▪ Unique know-how beyond delivery capabilities ~230 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 61% 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 Capacity 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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25 Seller Centered Tools Customer Centered Tools Operations & Finance Tools Seller Center Pricing Automation Catalog 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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Jumia’s Formula for Winning in Africa 04
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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 support Suppliers & Commercial InfrastructureAdvanced Tech Stack Reliable assortment, proven processes, China teamScaling faster across markets at lower unit cost 27 We Win vs Local Players with Scale, Tech, Density & CX 2 4 3 1 Note: 1. Pickup stations: physical locations where customers or sellers can collect packages
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28 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 29 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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Strategy for Next-Phase of Growth & Financial Outlook 05
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31 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 Unit 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 32 ✓ 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 to reach full-year profitability on an Adjusted EBITDA basis by 2027 >20% by 2030E Adjusted EBITDA Margin1 ✓ Positive cash flow from 2027 onwards ✓ Expected to deliver on current 5-year plan without significant external cash needs Self-Funded Growth Plan Cash Burn? Note: 1. Defined as Adjusted EBITDA / Revenue
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Adjusted EBITDA Gross Profit After Fulfillment & S&A Gross Profit After Fulfillment Gross Profit GMV Growth YoY +92 bps down +25 bps (5)% (2)% 180.2 13.3% 23.9 2.2 13.1 2.3% 8.9 16.0 9.2 (13.6) G&A, excluding SBC Tech & Content Gross Profit as % of GMV Fulfillment cost per order S&A as % GMV 216.3 14.2% 30.7 2.0 18.0 2.6% 12.5 15.2 9.0 (8.7) Q2 2025 Q2 2026 36% improvement Operational improvements →Increased marketplace monetization and revenue from Ad services →Greater discipline in retail margins →Fulfillment productivity gains and economies of scale →Improved terms with 3PLs →Scaled S&A spend based on healthy fundamentals (products offering, quality of service) →Maintaining very low spend ratios →Clear progress in online campaigns and targeting →Additional "fuel" driving both growth and profitability →Reduced headcount through simplification and productivity improvement →Greater use of AI among tech teams →Improved terms with main tech / hosting providers A New Stage of Operating Leverage $mn Note: Updated in August 2026 33
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Hisham El Gabry Chief Commercial Officer Antoine Maillet-Mezeray EVP Finance & Operations Francis Dufay Chief Executive Officer Tenured Management Team 34 Marcelle Siayojie CEO Jumia Morocco 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 and Morocco; 2. Refers to Kenya, Uganda Lionel Mobi CEO of Jumia Egypt
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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. Within Orders, we differentiate between physical goods Orders and Orders through the JumiaPay App. 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. “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. “Pickup 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 Three Months Ended June 30, 2026 As a % of Revenues Loss for the Period (11.7) (23%) Income Tax Benefit / (Expense) 0.9 2% Net Finance Costs / (Income) (1.5) (3%) Depreciation and Amortization 2.0 4% Share-based Compensation Expense 1.7 3% Adjusted EBITDA (8.7) (17%) Revenue 52.0 100%