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Integrated Annual Report

Strategy

Strategy overview

Strategy overview

Our Corporate Strategy provides a framework that guides our decision-making and resource allocation, ensuring we achieve our key objectives.

Vision

To be the leading innovative, branded franchised and food services business in South Africa and selected markets.

Strategic intent

Grow capability and capacity to deliver great customer experiences in the branded franchised and food services space.

Leading to

  • Innovative branded food services solutions.
  • Great consumer experiences.
  • Mutually beneficial relationships with franchise partners.
  • Sustainable like-for-like growth.

Our key strategic matters direct our decision-making process and are represented in our executive KPIs. We monitor the Group and management performance in relation to meeting four key strategic matters.

Create the Supply Chain of the future

Lead in the categories we compete in

Prioritise our franchise partners

Optimise capital management

Strategy development

The Exco collectively develops a three-year Corporate Strategy (2026 to 2028) in conjunction with the annual Group Budget and Group Business Plan. Our strategy, at its core, remains largely unchanged, anchored by our four key strategic matters.

Board oversight in 2025

The progress against the Corporate Strategy (2025 to 2027) and the annual 2025 Group Business Plan were regularly reviewed by the Board. The Board endorsed the trajectory of the four divisions' strategies and confirmed leadership's actions to ensure the delivery of the stated strategic objectives by the end of 2025. In November 2024, at the Board strategy day, the three-year Corporate Strategy (2026 to 2028) was approved, and in March 2025 the annual Group Budget and Group Business Plan were approved.

Strategy and remuneration

Our four key strategic matters are taken into consideration in remuneration decisions, including the formulation of our annual Group Scorecard. Our executive directors and other Exco members have scorecards adapted from the Group Scorecard.

Read about our Group Scorecard for 2025 here.

THE OPPORTUNITIES WE PRIORITISE

Drive thrus are increasingly popular in SA due to the convenience and perceived security they offer. This year, we opened seven new drive thrus and have a strong pipeline for 2026.

Formats with a smaller footprint, lower capital investment, and operating costs are an important growth lever. This includes the Mugg & Bean On The Go and Debonairs Pizza Express concepts. Milky Lane uses ice cream carts to capitalise on vending opportunities at sporting events and festivals.

We continue to develop the AME region with a focused approach, concentrating on selected markets. We revised the AME management structure to lower costs and provide focus on more challenging markets. In 2025, we opened nine new restaurants in the AME region including expansion into Egypt and Kuwait.

Read more here.

We promote frequency and loyalty among consumers with our brand apps and loyalty programmes. Wimpy and Mugg & Bean apps have an over 68% redemption of loyalty points.

Manufacturing technology is continually evolving, offering new possibilities for automation and increased efficiencies. We continue to invest in our Manufacturing capabilities and capacity to unlock cost savings, increased yields and reduced waste.

Read more here.

Our Retail division revenue declined by 7% to R344 million due to competition. We introduced four new products. Our well-known brands give us a competitive edge, allowing us to benefit from the growing trend of at-home consumption.

Read more here.