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Interim Results 30 June 2026 weaverfintech.com weaver fintech
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Group profit before tax (R’m)Group Trading Profit (R’m)Group Revenue (R’m) Execution of strategy delivered our track record. Profit conversion recently impacted by lending credit performance. 2 * Segmental trading profit before tax is before group costs of R37m R2.1bn Fintech Revenue Lending, Payments, Insurance and Shopping are the verticals in our fintech ecosystem for our customers and merchants. Fintech Omni-channel retailer selling quality, innovative homewares products across digital platforms and unique showrooms. Retail R0.8bn Retail Revenue R579m Fintech trading profit* R36m Retail trading profit* 28% 94% 6% 1759 1751 2007 2597 2846 H1 22 H1 23 H1 24 H1 25 H1 26 10% 9% 228 285 388 564 578 H1 22 H1 23 H1 24 H1 25 H1 26 2% 174 186 250 370 337 H1 22 H1 23 H1 24 H1 25 H1 26 72% Consumer affordability headwinds Business proactively positioned for changing market Internal and external payment issues
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Our platforms attract and grow our base of tech-savvy African female customers. * Group customers include active loan and insurance customers, signed up BNPL customers and retail customers Our platforms attract and grow our base of tech savvy African female customers. * Group customers include active loan and insurance customers, signed up BNPL customers and retail customers Our platforms attract and grow our base of tech Our platforms attract and grow our base of tech Our platforms attract and grow our base of tech 5 103 000 Group Customers * Our fintech customer 70% average monthly income up 6% of our customers are female 37 is her average age Of our customers are Millennials or GenZ 26% 39% 32% 3% 18-29 30-39 40-59 60+ R18.6k65% Customer age profile 1466 2034 3105 4330 5 103 2022 2023 2024 2025 H1 26 17% Group Customers (‘000) ! 30.4% of registered payment users Gen Z customers scaling fast in payments Net Promoter Score 78.9 Google rating4.7 3
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Digital preferences are shifting both markets our way giving us strong growth runway. 1. Market information for credit active customers. Unsecured credit includes personal loans and revolving credit plans. Our share is based on Fintech lending customers of 590k Source: Experian data 2. Card payments include debit, credit and charge cards. Source: globaldata.com 3. Digital payments are based on Mobile payments transaction value. Source: Research and market Digital preferences are shifting both markets our way giving us strong growth runway. R 27bn R 90bn 2025 2030 R2.9 trillion Card Payments market in SA (2) R260bn Digital Payments (3) Digital payments expected to grow by 35% to 2030 3.5% Our share Gen Z and Millennials preferences are driving digital payment trends wanting payment options offered seamlessly at checkout BNPL global growth continues SA rapid expansion 230%July 2026 11.7m Female credit active population(1) Total SA addressable market (1) 24.3m Unsecured credit 15.8m Our share 2.4% Lending market growth opportunity Credit active females in South Africa Growing ahead of the market High adoption of Digital Payment Products BNPL in SA in the Finance category on the Apple App Store Downloads on Google play #1 #4 1m+ Accelerating payments and wallet transactions (‘000) 538 804 1559 2562 4158 H 1 2 2 H 1 2 3 H 1 2 4 H 1 2 5 H 1 2 6 62% 13.7m 17.1% Jan 2025 Internally sourced customers proven to be more responsible payers 4
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Customers and merchants are winning across our ecosystem and the flywheel is accelerating. Digital Ecosystem BNPL Personal Loans Wallets Retail Credit Analytics Inflow Payments Checkout as a Service Embedded Insurance Fintech Customers 4.8m Fintech Merchants 3,850 Insurance Marketing as a Service In-App placements Data and airtime Shopping Services Merchant Benefits > 35% uplift In AOV* from better conversion and spend 10.1X Blended return on advertising spend 1.1m customers access ecosystem monthly Flywheel delivering gains in cross sell – growth in last 6 months 64% Increase in lending cross-sell volumes 2.5x 35.0x PayStretchvolumes up from 1st time purchases Small volumes but tractionin funeral insurance cross –sell *AOV = average order value 5
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" New verticals Ecosystem in Motion Weaver is building a connected ecosystem with shopping, financial services and digital solutions for customers. Our ecosystem today BNPL, Retail Credit, Wallet, Vouchers Being with her at the till Payments Personal Loans, Mobile Wallet, SME Lending Help her seize opportunity and overcome challenges Lending Funeral, Personal Accident, Credit Life Insulate her from life's shocks Insurance E-commerce; Shopping Destination, Financial Education Help her discover new stores and great deals Lifestyle Digital bank account, Savings, Investments, Virtual Card Helping her turn savings into strength Wealth MVNO, Club, Airtime, Data, VAS, Rewards, Subscription Rewarding her engagement and loyalty Engagement Our ecosystem today 2026+ 2027+ Payments are the entry point Delivering innovative new products is key to growth and drives cross-sell Data and analytics the ecosystem moat Habitual engagement the multiplier 1 2 3 4 Frictionless onboarding Ecosystem cross-sell Embedded inflow Shopping engagement Driving retention Offers her savings 6
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Weaver’s payment options attract merchants, the shopping platform delivers benefits and the flywheel enhances value. Our merchant offer Analytics* Sales accelerator Digital media solutions Payment optionality Adtech platform Search and Discover Featured deals and stores Precision audiences Buy Now Pay Later Pay-in-2* Pay-in-12 instalment credit Pay-in-6 facility* SME funding* Shopping analytics Product performance Customer cohort insights Category comparison Traffic referrals drive customers Campaign marketing Conversion and uplift Repeat customer engagement Tech resource centre Interactive dashboard Digital solutions scale their business * In development / pilot Real time information Self-service growth toolkit Analytics Digital media Sales performance cohort insights comparison Tech resource centre 7
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Investing ahead of the curve in engineering, data and AI capability to compound our long-term advantage. AI-Assistance ! 90%+ of engineers building with AI daily with 58% time recovered ! Claude and Claude Code used by engineering teams – majority of code AI generated ! Benefits compounding driving meaningful returns Data Foundation and Adoption ! Snowflake established as our data platform ! Company-wide AI upskilling programme with 52 champions ! AI used extensively in fraud and propensity modelling Workflow redesign & Agentic Operations ! Autonomous agents pick up tasks. AI bots read our codebase directly ! Engineers shift to overseeing and assuring quality ! A multiplier on output as the platform scales Phase 1 Phase 2 Phase 3 H Y2 4 H Y2 5 H Y2 6 81 101 156 Doubling down on Tech Spend(R’m) Enhancing CX at scale (Rand) 8,74 5,81 4,37 H 1 2 4 H 1 2 5 H 1 2 6 Customer service cost/transaction 54% 25% AI-Native ecosystem ! AI designs how our products are built ! AI anticipates customer needs with products that act for customers ! Proprietary data compounds into a widening moat Phase 4 Strengthens low- cost platform Impact Proprietary data creates alpha Impact Expands monetisation Impact Reinforces ecosystem flywheel Impact 8
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9 Finance 9 9 9 9 9 9
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174 186 250 370 337 H1 22 H1 23 H1 24 H1 25 H1 26 Fintec h Re tai l Group Revenue up 10% (R’m) Group Profit before tax down 9% (R’m) Headline Earnings per share (Cents) down 10%Group Trading costs down 5% (R’m) PBT margin 13% 4YR CAGR 6% 4YR CAGR 18% 4YR CAGR 16% 4YR CAGR 1 759 1 751 2 007 2 597 2 846 H1 22 H1 23 H1 24 H1 25 H1 26 Fintec h Re tai l 10% 11% 12% 14% 12% 604 651 693 812 772 H1 22 H1 23 H1 24 H1 25 H1 26 34% 37% 35% 31% 27% 143,9 143,7 196,9 285,5 256,5 H1 22 H1 23 H1 24 H1 25 H1 26 The fintech platform gains momentum. Retail becomes a smaller, sharper business. Strategic focus driving profits Diversified fintech platform driving higher margin revenue verticals Large fintech base with high retention and low cost of acquisition Transforming retail to a smaller more profitable business 1 2 3 4 Payments issues and macro headwinds impacted credit performance Fintech scale enabled by digital platforms and continuous automation 5 10
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Strategic capital allocation enhancing returns by accelerating payments, moderating lending growth and reshaping retail into a smaller, profitable business. 230 432 H 1 2 5 H 1 2 6 Payments Revenue (R’m) Insurance Revenue (R’m) 1 010 786 H 1 2 5 H 1 2 6 98 111 H 1 2 5 H 1 2 6 Lending Revenue (R’m) Retail Revenue (R’m) Revenue growth up 10% ! Rapid growth in payments and insurance. Lending curtailed in adverse market ! Fee-based income in Fintech now 40% (LY: 36.5%) ! Deliberate reduction in retail sales Gross profit margin up 60bps ! Category simplification and optimisation of logistics Significant increase in debtor costs ! Fintech higher write-offs with increases in provisions ! Retail prior years higher risk business now written off Trading expenses well managed across the group Higher debtor costs impacting profits Board determined that no interim dividend will be declared preserving capital while credit normalises 22% 21% 13% 88% 2026 Rm 2025 Rm % change Revenue 2 846 2 597 9.6% Fintech income 2 065 1 590 29.9% Retail income 786 1 010 (22.2%) Gross profit margin 46.8% 46.2% Debtor costs (1 234) (856) 44.2% Trading expenses (772) (812) (4.9%) Other income, gains and losses 2 (1) n/a Trading profit 578 564 2.5% Net interest expense (241) (194) 24.2% Profit before tax 337 370 (8.9%) Taxation (65) (68) (4.4%) Profit after tax 272 302 (9.9%) 1 255 1 512 H 1 2 5 H 1 2 6 11
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3 998 4 413 7 522 7 759 FY 25 H1 26 6 310 6 671 1 212 1 088 !"#$% !&#'% JUN 2026 Rm JUN 2025 Rm change Other operating cash flows 562 604 (42) Fintech receivables (344) (549) 205 Retail receivables 136 (66) 202 Working capital (163) (118) (45) Cash from / used in operations 191 (129) 320 Capex & Acq of Subsidiary (67) (73) 6 Tax, Interest, Dividends (489) (370) (119) Net financing flows 386 549 (163) Net cash flow 21 (23) 44 Net opening cash 219 43 176 Closing cash position 240 20 220 Cash optimisation with capital moving to where returns are highest. Summary of Group cashflow (R’m) * Net debt includes Commercial Term loan, Overdrafts and cash. Retail books reduced to 14% of group trade receivables (FY25: 16%) Group return on equity (%) 12.9% 13.2% H1 25 H1 26 Group ROE adjusted for once-off Retail impairment in FY 25 Growth in funding aligned to net receivables (R’m) Net debt % Net receivables book Net debt* Retail Net receivables book Retail focused on cash generation and balance sheet optimisation ! Business right sized with appropriate credit risk strategy and lower cos ts ! Showrooms strategy increases proportion of cash business ! Retail credit books generate R200m of cash as reduce terms offered ! Considering sale and leaseback and/or refinancing of owned properties with potential cash generation of ~R400m Effective group cash management with net cash inflow ! Curtailed lending with cash utilisation down by R205m ! Maintained investment in technology platforms and new products for future growth ! Strong ending cash position with R240m on balance sheet and further available facilities of R860m Fintech Net receivables book 12
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Fintech a structurally higher-returns platform and the numbers prove it. Cash collected from Fintech consistently exceeds cash disbursed Drivers of increasing cash and returns ! Strategically growing fee income now 40% of fintech revenue delivers higher profits and cash ! Lending books are short-term averaging 19-21 months ! Reduced average disbursed loan term from 13.1mths to 12.6mths ! Payments growing rapidly with short term BNPL book (avg 42 days) ! BNPL is an efficient use of capital with cash turned 8+ times per year Strategic growth in fee income delivers improved cash generation Fintech – high return on equity 5 059 6 441 8 063 4 324 6 587 9 390 H1 24 H1 25 H1 26 406 581 833 160% 198% 224% Collections/BookGross Book Collections Fee Income Note: Based on rolling 12 months collections R270m Collections ahead of disbursements H1 26 4263 6480 9120 4324 6587 9390 H1 24 H1 25 H1 26 Disbursemen ts an d GMV Coll ections 13 25,3% 24,4% H 1 2 5 H 1 2 6
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Fintech.
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291 352 446 622 1,008 184 221 293 394 481 H 1 2 2 H 1 2 3 H 1 2 4 H 1 2 5 H 1 2 6 27,3% 25,5% 25,7% 24,8% 23,3% Revenue (R’m) up 30% Fee Revenue (R’m) up 43% Trading profit and Profit before tax (R’m) Strategic Growth Drivers Fee income now 40% of revenue, driving profit and cash Payments scaling hard with high customer adoption at good risk Provisions raised on the core lending books 1 2 3 4 Lending disbursements deliberately curtailed – Q2 growth slowed to 6% Debtors and trading costs (R’m) up 47% H1 22 H1 23 H1 24 H1 25 H1 26 674 868 1,141 1,590 2,065 32% H1 22 33% H1 23 36% H1 24 37% H1 25 40% H1 26 217 283 406 581 833 Fee Revenue % of Total 475 573 739 1 016 1 489 538 805 1,116 1,488 Growing transacting customer base ‘000 H1 23 H1 24 H1 25 H1 26 33% Debtor Costs Trading Expenses Profit Before Tax Growth momentum across every vertical. A deliberate step-up in lending provisions reduced profit this half. 33% 4YR CAGR 40% 4YR CAGR 30% 4YR Trading Profit CAGR 10% Profit before tax Trading expenses/Revenue Trading Profit Margin 32% 4YR CAGR 49% Debtors cost % revenue 205 294 402 574 579 158 210 275 402 362 H 1 2 2 H 1 2 3 H 1 2 4 H 1 2 5 H 1 2 6 30% 34% 35% 36% 28% 15
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624 1227 2265 3413 4 167 !" #$ $"% !&$ '$( 291 317 301 281 272 FY 22 FY 23 FY 24 FY 25 H1 26 137 250 487 648 724 49 58 77 76 111 H1 22 H1 23 H1 24 H1 25 H1 26 Customer adoption accelerates across the ecosystem. Her experience is driving retention and engagement. Our ecosystem attracts new customers (‘000) Customer overlapLending PaymentsLending Payments Fintech customer base (‘000) 724 308 564 185 835 3955 1 615 2 717 940 4 757 Low customer acquisition cost 20% Growth YOY (i) Customer base includes signed up customers for BNPL and active for lending and insurance (ii) Customer acquisition cost based on new acquisition spend and 1st time transacting customers R60 Fintech base growing with loyal, repeat existing customers 86% 5.1x93% 6.6xLending BNPL Retention rate Frequency rate - LTM Customer base 4.8 million Growing by > 130k customers each month Fintech base growing with loyal, repeat existing customers 4.6 Google rating I've been with Finchoice for a few years. A few paid-up loans later. No fuss, easy application. Payments are made fast. Access to your account is a breeze.” NURAAN I absolutely love how they give the best service. They prioritise customers and deliver excellent service. They also make sure they reply and solve every issue as soon as possible.” SANELISIWE 4.7 Google rating 16
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3+ 2+ H1 22 H1 23 H1 24 H1 25 H1 26 3.27 3.36 3,45 3.70 3.77 Transacting customers (‘000) engaging in more products 29% Customers 2+ products 146 300 477 738 1161 62 68 76 68 85 28 33 41 49 70 74 3 121 137 173 H 1 2 2 H 1 2 3 H 1 2 4 H 1 2 5 H 1 2 6 1 2 3 4+ Cross-sell rate accelerates Rapid growth of active customers with 2+ products ARPU* substantially up with more products Products per 2+ customer 7 Days 30 Day s 180 D ays The ecosystem flywheel is turning. Cross-sell and product adoption reinforce each other. Payments Lending Ecosystem improving new customer mix R678 R6 475 R7 743 R12 870 R14 035 R15 514 R18 431 1 Pr o duc t 2 Pr o duc ts 3 Pr o duc ts 4 Pr odu cts 5 P roduc ts 6 P ro du ct s7 Pro du c ts Payments now provide 24% of new customers for lending up from 19% at zero incremental cost. 18% 16% 14% sell rate accelerates Rapid growth of active customers with 2+ products Lending Ecosystem improving new customer mix Payments now provide 24% of new customers for lending up from 19% at zero incremental cost. 18% 16% 14% 17* ARPU = average annual revenue per user (customer)
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Transaction velocity in the unified destination with rich content, intuitive design and innovative products. Immersive shopping experience Growing finance marketplace 190k avg daily logins up 9% 18.8 store directory impressions/login up 5% 36.6m paid deal impressions up 44% 8.3m impressions with avg daily impressions up 15% 14% conversion rate : offer to loan acceptance up 21% Engaging landing page Discover stores Personalised deals Finance offers UX driving conversion 5.8m mthly app logins 18
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2.9 5.1 H 1 2 5 H 1 2 6 * Funeral and Personal Accident insurance products 103 122 H 1 2 5 H 1 2 6 3.6 4.0 H 1 2 5 H 1 2 6 JUN 2026 Rm JUN 2025 Rm % change Revenue 2 065 1 590 29.9 Finance and other income 1 232 1 009 22.1 Fee income 833 581 43.4 Other gains and losses 3 - - Debtor costs (1 008) (622) 62.1 Trading expenses (481) (394) 22.1 Trading profit 579 574 0.9 Interest expense (217) (172) 26.2 Profit before tax 362 402 (10.0) Profit before tax margin 17.5% 25.3% Loans Disbursed (R’bn) Lending Gross Merchandise Value (R’bn) Payments Gross written premium (R’m) Insurance* 10% 76%18% Strategy delivers topline growth and cost efficiency. Lending credit a drag on the bottom line. Revenue up 30% ! Payments revenue growing fast up 88%, now 21% of mix (LY: 14%) ! Fee income up 43.4% to R833m – 40.4% of revenue (LY: 36.5%) ! Lending revenue up 21% on purposefully lower disbursements (LY: 31%) Debtor costs up 62% ! Reflect the impact of increasing provisions (R259m) combined with higher write -offs net of recoveries and book sales (R127m) ! Payments books are performing well with book growth requiring increased provisions Trading expenses up 22% with strong investment in tech Profit before tax down 10% ! Trading profit flat at R579m; margin 28% (LY: 36%) ! Interest up 26% funding book growth of 25% Management are confident that the appropriate corrective credit actions have been taken 19
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Lending disbursements growth reduced (R’m) ! Existing customer credit limits too high in prevailing macro ! Credit exposure reduced ! New customers performing well Lending issues addressed with decisive actions taken to improve risk and book quality. Proactively curtailed disbursements and cut risk given market headwinds. Affordability headwinds ! Bank processing issues of customer payments on several occasions Collections execution Market payment issues 75.8% Targeted approval rate reduced from 81.4% 24.4% Increase in collection agent headcount Conservatively positioned the lending business for affordability pressures 83.1% Now able to borrow down from 84.3% Credit tightening across the base and focus on shorter terms Q1 Disbursements (R’bn) and growth rates Q2 Disbursements (R’bn) and growth rates 1,3 1,7 2,0 Q1 24 Q1 25 Q1 26 31% 15% 1,5 1,9 2,0 Q2 24 Q2 25 Q2 26 28% 6% Responded to lending challenges 2 133 2 392 2 809 3 643 4 020 H 1 2 2 H 1 2 3 H 1 2 4 H 1 2 5 H 1 2 6 10% vs 30% Growth H1 26 vs H1 25 R700m Quantum of credit limit exposure reductions 12.6 mths Reduced avg loan term down from 13.1 mths with risk and cash gains 1 2 3 ! Changes in tracking strategy now rectified ! Inefficiencies in arrears collections with significant focus and resource now added 13% July 0-1 roll rate improved 20
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622 1008 39% 49% H1 25 H1 26 % of Re venue Debtors cost (R’m) 77 7611 12 12 12 21,2% 24.7% H1 25 H1 26 Fintech gross book (R’m) Stage 2 and 3 loans cover (%) 6 441 8 063 Debtor costs up on increased provisions and elevated write-offs, with coverage prudently increased. 67,9 71.9 15,3% 17.3% H1 25 H1 26 De bto rs p rovision % Stage 2 and 3 loans cover (%) Gross Fintech Receivables up 25.2% (R’m) 5 899 6 944 542 1 118 H 1 2 5 H 1 2 6 8 063 6 441 Consumer Lending Payments 17.7% Growth 106.3% Growth 21 0% 5% 10% 15% 20 % 25% 1 2 3 4 5 6 Months on book Jan-2 5 Fe b-2 5 M ar-25 Apr- 25 M ay-25 Ju n-25 Ju l- 25 Au g-25 Se p-2 5 Oc t-2 5 Nov-25 D ec -25 Jan-2 6 Fe b-2 6 M ar-26 Apr- 26 M ay-26 Ju n-26 Early lending vintages showed worsening. Cuts done, now improving Early Lending vintages: 60+ days in arrears or written off ! Higher roll rates and write-offs in lending; credit has since been tightened and early metrics are trending down. ! July 0– 1 roll rates down 13% across all Lending products. Acceptance rates stay tight until the improvement holds. ! ECL raised to 17.3% (FY25: 14.7%), adding R259m to debtor costs. ! Stage 2 and 3 coverage up 400bps to 71.9%. ! Short-term payments books now 14% of the gross book (LY: 8%). ! BNPL performance remains robust, with capital at risk consistently below 2%. ! PayStretch draws on the pre-qualified BNPL base and is performing well. Stage 1% Stage 2% Stage 3% Credit loss ratio
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BNPL convenience Avg GMV per transacting customer by year of sign up (Rand) Customers spend and frequency accelerating 2.2x Customer spend up in Year 2 Payments are the growth engine. Customer spend keeps compounding. Pay in 3 Average order value R1 400 Frequency* 4.7x PayStretch larger ticket Pay in 12 R2 300 4.0x Pay in 12 *Frequency in last 12 months – total of new and existing Average annual spend R6 600 R9 400 High engagement of flexible payment options R17.9bn R2.4bn R6.3bn R13.1bn R0.9bn FY 22 FY 23 FY 24 FY 25 H1 26 < 2% BNPL capital at risk Volumes up 3.5m transactions Cumulative GMVCumulative Transactions Profitable BNPL network grows transaction volumes and spend – GMV up 71% with good risk metrics PayStretch with high adoption and strong utilisation. GMV up 215% with book performing well 92 194 290 H1 25 H2 25 H1 26 Transactions 286% Transactions growth ( 1 0 0 0) 1 000 3 000 5 00 0 7 000 9 0 00 11 000 13 000 15 000 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 2 019 20 20 20 21 20 22 20 23 20 24 20 25 20 26 34 453 71 995 132 958 Average term 42 days 11.8mths PayStretch larger ticket 00 x Pay in 12 total of new and existing R9 400 with high adoption and strong utilisation. 11.8mths 22 PayStretch GMV (R’m)
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Digital insurance driving growth in a high-margin, fee based vertical. Building insurance customer base (‘000) up 28% Gross written premium (R’m) up 18% with stable insurance claims Digital acquisition mix surging (proportion of sales %) New ecosystem insurance customers delivered from cross-sell and PJN specific products 99 113 131 148 H1 22 H1 23 H1 24 H1 25 H1 26 189 22% 19% 22% 22% 20% 53 68 85 103 122 H1 22 H1 23 H1 24 H1 25 H1 26 23% 36% 41% 49% 53% 2022 2023 2024 2025 2026 Note: Funeral and Personal Accident insurance customers; based on active paying customers !"#" $%&' H1 25 H1 26 115% Delivering customer growth through innovation ! Upsell funeral policy to add family members ! Standalone PJN Funeral and PJN Accident now offered in payments app ! Launching airtime rewards to paying insurance customers improving retention and customer value Delivering customer growth Upsell funeral policy to add family members Standalone PJN Funeral and PJN Accident Launching airtime rewards to paying customers improving retention and 23
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Building a suite of products that deliver value to merchants. New channels and categories extend the runway. Validation from Merchants of our proposition (GMV R’m) Payments is the foundation of our offering and is now an essential payment option at checkout # 1 BNPL in SA Initial focus attracting Tier 1 merchants Future growth from channel and categories 3,850 Merchants 17,600 Points of Presence Travel Education Medical Merchant marketing of deals and stores, driving merchant growth and fee revenue for Weaver. Engagement driving sales Merchant Benefits 17.4% 18.8m Unique Impressions 854k Clicks Blended Return on advertising spend 10.1x Advertising Revenue PSPs Payment Service Providers integrate their merchants to PayJustNow platform New Categories New Channel 2025 Cohort 2024 Cohort 2023 Cohort 2022 Cohort 2026 Cohort 4,704 3,185 908 209 6,232 Tech for Merchants Interactive dashboard Self-service growth toolkit 3,850 Merchants 17,600 Points of Presence 24 FY 22 FY23 FY24 FY25 H1 26
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Launching PJN mobile to scale the ecosystem and reward customer loyalty. PJN Mobile – MNO partnership with minimal capex ! Affordable data and airtime to all our customers ! Opportunity to monetise an existing base with engagement and retention ! Loyalty focused product aiming to reward and incentivise customers for positive behaviours ! Soft launch in Q3 New Vertical SIM flexibility Self-service optionality 25
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Retail.
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382 290 57 55 439 345 H1 25 H1 26 Cash Credit 46,2% 46,8% H1 25 H1 26 1,739 1,511 H 1 2 5 H 1 2 6 Retail sales down 27% from new credit strategy ! Lower sales from much tighter acquisition criteria and on shorter terms ! Credit customers declined as focus on quality with cash sales contribution increasing to 14% (up from 9%) Strong gross margin metrics up 60bps ! Rationalised the product range with benefits from agile pricing ! Negotiated new delivery partnerships with AI driving efficiencies Credit performance improving with new strategy ! Bad debt write -offs remain elevated from legacy vintages Trading expenses down 32% ! Restructuring initiatives drive a leaner cost structure ! AI adoption delivering tech and customer service savings Trading profit up 15% ! Significant progress in reconfiguring the business with an appropriate credit risk strategy. Improving profit margins and increasing cash R146m Improved cash generation with lower retail books Retail transforming to niche homewares business with strong cash generation delivering improved returns. 2026 Rm 2025 Rm % change Revenue 786 1010 -22.2% Retail sales 496 677 -26.7% Finance and Other Income 290 333 -12.9% Gross profit 232 313 -25.9 GP Margin 46.8% 46.2% Other Income (2) (3) Debtor costs (226) (234) -3.4% Trading expenses (258) (377) -31.7% Trading Profit 36 31 15.4% Trading Profit margin 4.6% 3.1% 1.5% Net interest expense (22) (23) -4.3% Profit before tax 14 8 71.8% Consistent gross margin performance up 60bps Rebuilding quality credit customer base (’000) down 24% Gross retail book (R’000) down 13% 27
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Customers In store payments Choice Collect Customer Service New showroom account opening process delivers strong benefits <5min Account opening time vs +20min previously +9% Improved payment performance gained through selfie process +65% Growth in BNPL customers Optimising performance across the 60 showroom portfolio 36 1 19 44 Showr oo ms (LY 29%) Fi el d a ge nts ( 5%) Digi tal (LY 1 6%) Digital s ales assistants (LY 48%) 2026 Channel mix R149m Customer payments in store <2min Query response time 65% Of total new customers up from 40% Shifting sales to Showrooms Showrooms are the primary growth sales channel with strong focus on acquiring new customers. Parcels delivered to store 1 in 3 1. Implementing new commission model sales 2. Resizing legacy showrooms with new concept 3. Closing underperformers 4. No new openings planned with focus on reducing capital needs New showroom account opening process delivers strong benefits <5min Account opening time vs +20min previously +9% Improved payment performance gained through selfie process +65% Growth in BNPL customers Parcels delivered 28
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Shifts in credit risk strategy now evident with improvement in early risk indicators with benefits to future profits. 234 226 23,2% 28,8% H1 25 H1 26 Debtors Cost % of Revenue Retail gross book value reducing by 13% (R’m)Debtors costs moderating (R’m) 1 739 1 511 H1 25 H1 26 S tag e 1 % S tag e 2 % S tag e 3 % Credit loss ratio 27.8%26.3% Retail Total Vintages: 120+ days in arrears and written off Stage 2 and 3 cover (%) ! Credit vetting process changed with approval rates increasing and more active customers able to purchase ! Early-stage roll rates showing improvements in both new and existing populations ! First payment defaulter metrics on target ! Retail vintages impacted by older back book ! Reduced sales term 16.8mths to 14.8mths with improved yields and portfolio quality ! Collections benefitting from increase in DebiChecks (now 48% up from 35%) with success rate up at 82.5% Credit risk strategy improved risk 60.5 60.7 H1 25 H1 26 26,0% 28,0% Debtors provision % 0,0% 10,0% 20,0% 30,0% 40,0% 50 ,0% 60,0% 70,0% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 2023 2024 2025 2026 14% 29% 57% 13% 33% 54% 29
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She loves WhatsApp 104k Monthly users up 173% 88% Sales growth 51% Customer returns to chat <3months < 1min Query response Chat commerce driving engagement and improving her experience 4.0 Facebook rating "10/10 because the quality exceeded expectations and the service was flawless from start to finish. No issues, no delays, just exactly what I needed. Product quality is top-tier and your customer service was the best I've experienced." AI and tech led optimisation reshaping the business and improving her experience. Net promoter score up from 58 61 CSAT delivery score from customers 90% Customer query response, down from 5 hrs <2min Digital strategy enabling reduction in collections calls to non arrears customers 92%Substantial improvement in customer experience R5.5m+ Replaced systems with new AI designed tools Tech and AI developments leading future business operations AI-driven calling POC validates capability AI-powered QA of calls and chats, improving CX consistency < 1min Substantial improvement in customer experience 30
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Forward.
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Growth compounds from within. Customers with 2+ products are up 29%. Payments now sources 24% of new lending customers at zero acquisition cost. Fee income mix improving, now 40% of fintech revenue. 1 3 2 4 The ecosystem is compounding — engagement, adoption and spend driving profitability. We have positioned the business for prevailing macro headwinds. Payments and merchants scale from here. PSP integrations and new categories widen merchant reach, while a larger sales force and the new adtech platform turn digital media into a third meaningful fee line. We have tightened credit and addressed the collections execution issues. Early roll rates indicate improvement. We will hold this stance while the macro stays under pressure. Investing in AI and data capability to compound our long-term advantage. AI moves from assistance to operations: proprietary models, redesigned workflows and agentic capability. Improving customer service at lower unit cost. 32
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This document has been prepared and issued by and is the sole responsibility of the management of Weaver Fintech Ltd and its subsidiaries (the “Company” or the “Group”). Interim figures have not been audited or reviewed. This document does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for, any securities of the Company nor does it constitute a recommendation regarding the securities of the Company. This presentation may include certain forward-looking statements, beliefs or opinions, including statements with respect to the Company’s business, financial condition and results of operations. These statements reflect management’s beliefs and expectations and involve risk and uncertainty because they relate to events and depend on circumstances that will occur in the future. No representation is made that any of these statements or forecasts will come to pass or that any forecast results will be achieved. There are a number of factors that could cause actual results and developments to differ materially from those expressed or implied by these statements and forecasts. Past performance of the Company cannot be relied on as a guide to future performance. Forward-looking statements speak only as at the date of this presentation and the Company expressly disclaims any obligations or undertaking to release any update of, or revisions to, any forward-looking statements in this presentation. No statement in this presentation is intended to be a profit forecast. As a result, you are cautioned not to place any undue reliance on such forward-looking statements. By participating in this presentation or by accepting any copy of the slides presented, you agree to be bound by the foregoing limitations. No part of these materials may be (i) copied, photocopied or duplicated in any form, by any means, or (ii) redistributed, in either case without the Company’s prior consent. Disclaimer 33