Currys plc
Store immersion
10 March 2026
Currys Store Event
Housekeeping
Fire AlarmNo fire alarms planned for today
On Hearing the Fire Alarm
Exit via main entrance / exit
Do not use lift
Fire assembly point at rear of carpark
Do not re-enter the building until authorised to do so
Moving Around the storePlease note that this store is open to customers
Toilets and Welfare FacilitiesNearest toilet facilities are located at the back of the store
Smoking is allowed only in designated smoking areas outside the building
2
Currys Store Event
Agenda
10.30am | Introduction G strategy overview | Alex Baldock, Group Chief Executive |
10.40am | Omnichannel model | Lindsay Haselhurst, Chief Operating Officer |
11.00am | Store Tour | |
Help G Advice | Lewis Day, Director of Customer Strategy and Value Proposition Shane Baker, Senior Manager WFM | |
Convenience | Chris Holyland, Digital Director Scott Belasco, Merchandise Planning Director | |
See, Touch, Feel G Inspire | Michelle Gorringe-Smith, Director - New Growth Categories Andrea Oakes, Head of Stores - Transformation | |
Selling complete Solutions | Steve Pendleton, Services Director | |
Operational Performance G Efficiency | Matt Freeland, People Director, Customer Sales and Services Martin Raper, Head of Stores Operational Excellence | |
B2B | Chris Williams, Director Currys Business | |
12.40pm | Capable G committed colleagues | Lindsay Haselhurst, Chief Operating Officer |
12.50pm | Closing remarks | Alex Baldock, Group Chief Executive |
12.55pm | QGA | Executive team |
13:30-45pm | Taxis depart for Reading station |
3
4
Introduction
Our stores support our strategic priorities
Capable and committed colleagues
Easy to Shop
Customers for Life
Grow Profits
UK3I colleague engagement UK3I Net Promoter Score UK3I credit customers (m) UK3I Adjusted EBIT %1
84
82 82
78 79
54
49 49
55 56
1.7m
1.9m
2.3m
2.6m
2.8m
2.1%
0.6%
2.9%
2.9%
3.0%
2.8%
Oct-21 Oct-22 Oct-23 Oct-24 Oct-25
21/22 22/23 23/24 24/25 H1 25/26
21/22 22/23 23/24 24/25 H1 25/26
21/22 22/23 23/24 24/25 Target
Source: Currys internal information.
1. 22/23 EBIT includes a non-repeat £30m mobile revaluation which accounts for 0.6% of total EBIT margin. 5
Omnichannel model
Omnichannel is the winning model
Brings together the best of stores and online
Customer prefer omnichannel1… Omnichannel sales are growing
33%
UK3I omnichannel2 revenue as proportion of total revenue
27%
29%
30%
31%
Purchase offline 21%
Purchase online
39% Research
offline
Research
online
Purchase online
21/22 22/23 23/24 24/25
25/26 YTD
Purchase offline 9%
Research online and offline
Purchase online 13%
10%
Purchase offline 8%
Store benefits
Face to face service Expert advice Product demos Range of services Instant fulfilment
Online benefits 24/7 convenience Engaging content
Full product range Next day delivery
Sources: GfK Neuron, Categories: Product Group: Cooking / Built-in Hobs, Cooling / Freezers, Core Wearables, Dishwashers, Food Preparation, Gaming Consoles, Hair Dryers / Stylers, Headphones /
Headsets, Hot Beverage Makers, Media Tablets, Mobile Computing, PTV, Tumble Dryers, Vacuum Cleaners, Washing Machines | Time Frame: (Jul 24 - Jun 25). 6
Omnichannel sales are defined as any sale that involves two or more channels in the customer purchase journey, predominantly comprising products ordered in-store and delivered to customer, and
products ordered online and collected in store.
Omnichannel model
We are big online
Online, we are larger than specialist competitors
Currys online is already large
UK3I online revenue for the past 12 months¹
Supported by established delivery infrastructure
Dealing with significant volumes of stock
£2.6bn
Key
National Distribution Centre
2.2x
Inverness
Aberdeen Glasgow
Regional Distribution Centre Home delivery depots
£1.2bn
Belfast
Dublin
Carlisle
Bolton
Durham Leeds
Harworth
276 different suppliers deliver to Newark
Receives 36,000 deliveries
£0.1bn
Carmarthen
Rhyl Cardiff
Newark
Birmingham
Stevenage
Aylesbury
Tilbury
Thetford
Gillingham Snodland
each year
Almost 26m units each year
Bristol
Currys UK3I AO Marks Electrical
Plymouth
Taunton
Basingstoke
55,000 units picked and dispatched each week
Sources: Currys internal information, https://www.ao-world.com/investor-centre/reports-and-presentations/, https://group.markselectrical.co.uk/results,
1. 12 months revenue to end of September 2025 for Marks Electrical and October 2025 for Currys and AO. Currys and AO include H1 2025/26 and H2 2024/25. 7
Omnichannel model
Stores are our most important differentiator
Delivering value for all stakeholders
For customers and suppliers For Currys
Expert colleagues
Inspire 3 Demo
Higher conversion Larger basket size
Convenience Access to complete solutions
Care Services
Increased service adoption Loyalty
flexpay
Source: Currys internal information.
8
Omnichannel model
Face headwinds to maintain store relevance and profitability
Declining footfall and rising costs
UK Retail footfall1
UK employee cost - 20 hours per week at National Living Wage3 (£)
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
(1)% Yo5Y
16,000
14,000
12,000
10,000
+58% Yo5Y
UK commercial electricity price (p/kWh)2
30
25
20
15
10
5
0
+88% Yo5Y
8,000
6,000
4,000
2,000
-
2020 2021 2022 2023 2024 2025
British Retail Consortium, Sensormatic Footfall Monitor, January 9, 2026. Indexed chart with base year 2015=100.
Office for National Statistics (ONS) 3 Department for Energy Security and Net Zero (DESNZ). 9
National Minimum Wage and National Living Wage Rates | Low Pay Commission available at https://www.gov.uk.
Omnichannel model
We have a strong position on which to build
#1 omnichannel retailer with very high store market share
Store market share is strong and growing…
UK electricals store market share % +4%pts Yo3Y
…with very high market share in some areas
Currys store market share1 in selected categories
27%
28% 29% 29% 29% 29% 30%
23%
31%
29% 30%
31%
33%
Computing**
Gaming consoles
Refrigeration
50%
50%
>75%
TVs 48%
Washing machines >47%
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
FY26e*
Floorcare
>46%
Sources: Currys Internal information, GFK.
YTD 25/26 figures. 10
* FY26e represents an annualised estimate based on YTD performance.
**Computing excluding Apple products.
Omnichannel model
Stores are well located
Stores are close to customers and most cost-effective fulfilment route for Currys
Currys has a network of stores… … that are very close to customers
75% of UK population within 15 minutes of a Currys store
96% within 30 minutes
296 storesacross UK3I
Total selling space of
5.4m sq ft >9,500colleagues
3.8m unitsof stock held
>14m unitssold each year
Sources: Currys internal information, GFK.
11
Omnichannel model
The estate is now rightsized, profitable and flexible
All operating under one brand with an average lease length of 3.6 years
UK3I store evolution
Number of stores and total selling space at end of financial year
>98% of our stores are profitable
Decision contribution by store
1600
1400
1200
UK3I stores
1000
8.5
8.2
865 865
7.6 7.5
6.6 6.5 6.4
5.8 5.6 5.5
9
8
7
5.5 5.4 5.4 6
4,500
Decision Contribution £'000
3,500
2,500
800
600
400
200
0
552
524
849
MERGER
479
824
447
773
375
735
368
630
361
70
358
314
309
5
Selling space (m sq ft)
4
1,500
3
296
2
500
1
Currys Reading
298
301
Dec-13 13/14
14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25
0
Dixons / Currys / PC World Carphone Warehouse
Total selling space (m sq ft)
(500)
Source: Currys internal information.
12
Omnichannel model
Built a good track record of removing costs
Removed £30m of costs from stores over four years
Store cost savings - 2022/23-2025/26
>£30m
Manangement structures
Management structures
Multiskilling colleagues Task removal ESEL
Total
Source: Currys Internal information.
13
Omnichannel model
Our stores are fundamental for growth opportunities
Across Services, new categories and B2B
Services 3 Solutions
Credit adoption rate
20.1%
21.9%
23.9%
Currys Business
B2B Group share of business, H1 2025/26
8%
New Categories
New 3 emerging technology - innovation in core market
17.7%
13.3%
11.2% 10.8%
92%
B2C B2B
Adjacent categories - historically under-indexed
19/20 20/21 21/22 22/23 23/24 24/25
iD Mobile subscribers
2.2m
1.8m
1.2m 1.3m
25/26
YTD
2.5m
UK3I B2B revenue
+21%
YoY
Seasonal 3 Impulse - incremental sales
m 1.1m
19/20 20/21 21/22 22/23 23/24 24/25
25/26
YTD
Peak 24/25 Peak 25/26
Source: Currys internal information.
1. B2B market defined as SME market for IT hardware 3 solutions and MDA hardware 3 solutions, as estimated by PwC, data correct as of 2023/24. 14
Omnichannel model
Store tour journey
Improvements help customers and colleagues, while reducing costs
Existing Customers New Customers
Help 3 Advise
Customers find technology exciting, but also confusing
We connect them to the right advise and reassurance
Convenience
Different customer needs, one seamless experience
Making sure the right products are available
See, touch, try 3 inspire
Help customers discover and experience amazing technology
In-store display and demo bring products to life
Selling complete solutions
Help customers get the most out of their technology
Opportunity to sell complete solutions to more customers
Operating performance 3 efficiency
Deliver better profits and customer experience
Investments are increasing productivity and conversion, while reducing shrinkage
Currys Business
Leverage existing assets to target new customer segments
Targeting SMEs with 1-50 seats:
£9bn market with low single digit market share
15
Help G Advice17
Help 3 Advice
Help 3 Advice
Technology is exciting but can be confusing and expensive. Customers value advice and reassurance
We want to serve customers efficiently and connect them to the appropriate colleague
Investments into processes (Sales Floor Leader), technology (digital queuing app) and hardware (headsets) allow us to serve customers quickly
18
Help 3 Advice
We aim to welcome every customer to our store
Identify how we can support and match every customer with a capable colleague
We help customer find what they are looking for Store LFL conversion has increased
2% SFL
Trial
1%
SFL Live in all stores
0%
-1%
-2%
May Jun
Jul
Aug Sep Oct Nov Dec Jan
Sales Floor Leader approaches customers and identifies needs
Supported by digital queuing app on store mode and customer call buttons
Communicates with colleagues through headsets, improving efficiency and reducing wait times
Customers are happier
Store NPS
2025
2024
September October November December January
+340bps YoY
Source: Currys Internal information.
19
Help 3 Advice
Life 2.0 selling framework for colleagues
A clear framework
Introduction
Listen
Inspire 3 Find
Enjoy
1. Greet the Customer | 3. Establish Research | 5. Inspire the customer | ||
Colleague introduction, explain to customer they are "Here to Help". | Understand how much Research the customer has done so far. | Use the Inspire features to personalise and give the customer product options to consider. 8KNoise 8K 2 in 1 Steam Windows Hello | ||
Build Rapport with your customer | Fully Assisted | Semi Assisted | Fast Track | |
Build the Full Solution
Build a "full solution", including 'Sold With' bundles/accessories, services and other products.
4. Establish/Confirm Core Needs
2. Establish Reason
6. Demonstrate
Ask for the business
Customer asked if they have an Account with Currys (flexpay, B2B, Perks).
Enquire about reason for visit 3 establish customer type (Upgrade, distress, first time buyer, etc.).
Diagnose their Core features needs, narrowing
down the range to find the right product
Demonstrate the latest tech 3 encourage the customer to touch, feel 3 try.
"Ask for the business", confidently, presenting "Compelling Reason to Buy"
7. Shortlist 3 Recommend
'Right First Time'
Brand
Size
Best For
Shortlist to a final selection, that matches the right tech 3 make a personalised Recommendation.
Screen
Tech
Screen
Size
Make sure we get it "Right First Time":
Seed Relevant Products, Bundles, Services 3 ways to pay (flexpay 3 B2B).
Timely delivery
Correct product
Avoiding costs of repeat work
20
Convenience21
Convenience
Key messages
Our store network enables a same day fulfilment capability that online pureplay competitors can't replicate, with Order 3 Collect in as little as 1 hour
We have made it easy for customers to shop by investing in the convenient delivery 3 collection options
Improved ranging and inventory approach is targeting the highest return products
Better on-shelf availability aids in-store and order 3 collect conversion
22
Convenience
Streamlined omnichannel processes are driving growth
Making the most out of our differentiated omnichannel model
Order 3 collect improvements
Easier to see available products online Enhanced end to end customer journey
Online-in-store improvements
Better tools
Compatibility with services
52
Improved customer communication Better tools for colleagues
Order 3 collect CSAT Order 3 collect revenue
+12%
50
49
YoY
Online CSAT
Online-in-store revenue
+34%
51
YoY
46
42
49
47
21/22 22/23 23/24 24/25
Source: Currys internal information.
21/22 22/23 23/24 24/25
25/26e
21/22 22/23 23/24 24/25
21/22 22/23 23/24 24/25
25/26e
1. 25/26e figures represent annualised estimates based on YTD performance. 23
Convenience
Doing more to make sure right stock is available
Across both channels, with a specific focus on stores
Improved ranging 3 inventory approach
Measures product sales, margin, stock turn
80% of sales from 14% of products
Prioritising inventory with channel specific, product level focus
Investment in best products
Better store processes
Implemented operational reboot with new daily process
Mindset shift from "make it look available" to "make it available"
Result Future ambitions
Reduced products missing from the shop floor by >60%
Stock investment drives an estimated +c.2% annual uplift in store sales
Same-day collection uplift
Store specific ranging and space allocation Forecasting improvements to fast selling products
Source: Currys internal information.
24
See, Touch, Try G Inspire25
See, Touch, Try 3 Inspire
Key messages
Technology demonstrations are a memorable and confidence building part of the customer journey. We are leaders in this area but can do more
New categories are a source of incremental revenue and profits that lean on existing capabilities
Selling bundles of products increases the overall basket size and profitability
26
See, Touch, Try 3 Inspire
Our products displays cater for different customer needs
With opportunity to improve the execution further
Improve Core 3/or Inspire Feature
GAMING LAPTOP
Requires a core feature demonstration
No Demo
Game
Improve core feature demo
PC Games on
all Machines
Accessories to test
Demo
Touch, see and
feel the product
Sub Standard Demo
No Gaming Mouse to try a game
Core Feature Demo
Improve Core 3 /or Inspire Feature Display
COFFEE MACHING
Move to a P.O.S1 and product demo
Touch, see and feel the
product
No core or inspire features
Enhance with P.O.S.
Sub Standard Display Product Display + Core 3 Inspire Feature Content
Source: Currys internal information.
1. Point of Sale. 27
See, Touch, Try 3 Inspire
We are growing in new categories
New technology, adjacent categories and impulse purchases
New 3 Emerging technology Adjacent categories Seasonal 3 Impulse
Innovation in core market • Incremental sales
Build baskets and improve conversion
Eco products
Home 3 family
Health 3 wellness
£17bn
Core addressable market
>£12bn
Total addressable market
Source: Currys internal information.
28
See, Touch, Try 3 Inspire
Investment in range is driving growth
Selling customers more of what they want
Larger range
Growing new categories
'Sold with' adoption is growing
Total online SKUs (000)
New Categories sales
Sold with adoption UK3I
30
25
+30%
20
+47% YTD
30%
40%
43%
+24pts
15
19%
10
5
0
22/23 23/24 24/25
H1 25/26
YTD 24/25 YTD 25/26
22/23 23/24 24/25
25/26 YTD
Source: Currys internal information.
29
Selling complete solutions30
Selling complete solutions
Key messages
Customers want complete solutions to help them get the most out of their amazing technology
Through our unique range of services, Currys is able to provide complete solutions in a way competitors can't
Services are a source of higher margin, recurring revenue
Customers who buy complete solutions are 8x more valuable than those that purchase a product alone
31
Selling complete solutions
Core to solution selling: We are growing Services
Valuable to customers and source of recurring, higher margin revenue
Complete solutions
We help you afford the amazing tech
We help you get started
We help give your tech longer life
We help you get the most out of your tech
Expanded range
Credit offer rebranded and simplified
Faster, simpler to apply
Bespoke offers
New app
Competitive pricing
Improved availability
Repair Live
Launched instant assistant
Security
Screen protection
iD Mobile continues to offer exceptional value
VPN
'Sold with' adoption Credit adoption Installation adoption Care 3 repair store adoption iD Mobile subscribers
19%
43%
13%
24%
23%
32%
+200bps
1.2m
2.5m
22/23 YTD 25/26
21/22 YTD 25/26
21/22 YTD 25/26 21/22 YTD 25/26
21/22 25/26 YTD
Source: Currys internal information.
32
Selling complete solutions
Solutions build Customers for Life
Delivering 4x basket size and 8x lifetime margin vs. product only sales
… at higher average value…
… Customers Buy More…
Customers
and Colleagues are happier…
% of business 1
NPS
Colleague reward
Accessories
Services + Digital Services
+ Subscriptions
Care Services Protection
Basket ARP
Credit adoption
Lifetime Margin
Transaction value
... and Shop More Often
Creating valuable Customers for life
Product + Solution
Product only
0.3%
30%
£1,139
14%
£275
4x
8x
✓1+
1+
3+
£2.35
70%
✘
0
0
0
£0
57%
39%
% Recurring Payments
Source: Currys internal information.
1. % of transactions not included as do not fall into the basket types. 33
Selling complete solutions
Services are driving higher recurring revenues
H1 recurring service revenue and flexpay grew to 30%1 of UK3I revenue, +160bps YoY
UK3I H1 revenue split
+6%
Total revenue
Product revenue (excluding flexpay) +3%
Other services +8% Revenue on flexpay +12%
Recurring service revenue +11%
Revenue from recurring sources
+11%
to 30%1 of revenue,
+160bps YoY
H1 24/25 H1 25/26
Source: Currys internal information.
1. Revenue from recurring sources refers to the total combined revenue from flexpay and recurring service revenue. 34
Operating performance G efficiency35
Operating performance 3 efficiency
Key messages
Aim to maximise profit and cashflow while delivering excellent customer experience
Investments in store systems and assets are increasing productivity and conversion, while reducing shrinkage
Incremental investment generates high returns once initial systems are in place
36
Operating performance 3 efficiency
Improved colleague deployment
Ensuring we have colleagues available when customers need them
We have changed how we deploy colleagues
Analyse historical footfall and transaction data
Generate suggested schedules based on colleague availability
Store Managers are able to review, edit and publish schedules
Saving time and improving customer experience
Improvement of Selling Hours from 45% FY23 to 68% in FY251
Saved 9,000 hours of manager time previously spent scheduling
Conversion improves with auto scheduling
Future ambitions
Improve deployment efficiency to include task alongside customer demand
Automated absence tracking to reduce admin and improve workforce scheduling
Source: Currys internal information.
1. Selling hours refers to the number of hours a colleague has sold to a customer as a % of the hours worked, which includes in-store sales, Online in-store sales, Mobile sales or Order Collections. 37
Operating performance 3 efficiency
Enhanced colleague safety and reduced theft
Better customer experience and happier colleagues
Investments made
Enhanced product security: Laptop clamps
Benefits:
Reduced aggressive laptop incidents by 80% Generating c£400k cost avoidance
Enables broader, premium range to be displayed
Auror crime reporting tool
Future ambitions
Upgrade store CCTV to include facial recognition
Source: Currys internal information.
38
Currys Store Event
Electronic Shelf Edge Labelling
Saves costs and allows for more nimble pricing
ESEL rolled out to all stores
Digital, battery powered shelf-edge tickets Replaces paper-based tickets
Enable quick, efficient price changes with minimal colleague involvement
Benefits:
Cost saving
Releases 138,000 colleague hours per year
Total annual cost saving of £6m
Nimble pricing
Lower errors
Dynamic price changes
Future ambitions
Stripe and Payment at shelf edge ESEL stock feed enhancements
Source: Currys internal information.
39
Operating performance 3 efficiency
Implemented Action AI by Quorso
Enabling stores to run self-serve analytics and supported by AI driven insights
AI simplifies the complicated
Analyses over 10,000 data points, across 30 data feeds
Highlights opportunities that are relevant and high priority for each individual store
Provides simple missions (what, when and how)
Action AI has driven significant improvements
Enhanced stock, sales, and commercial compliance
Generating an incremental sales benefit of £20-40m
Strong user engagement with 99% of stores using weekly
Future ambitions
Solution Selling Support
Reducing Returns by getting it 'Right First Time' Stock accuracy and restocking
Source: Currys internal information.
40
Currys Business
41
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Disclaimer
Currys plc published this content on March 10, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on March 10, 2026 at 10:51 UTC.
