JFL/NSE-BSE/2023-24/122 February 20, 2024

BSE Ltd. National Stock Exchange of India Limited

P.J. Towers, Dalal Street Exchange Plaza, Bandra Kurla Complex
Mumbai – 400001 Bandra(E), Mumbai – 400051

Scrip Code: 533155 Symbol: JUBLFOOD

Sub: Presentation made to Analyst/Institutional Investors

Dear Sir/ Madam,

In furtherance to our letter no. JFL/NSE-BSE/2023-24/120 dated February 15, 2024, please
find enclosed herewith a copy of the presentation titled “Building a Unique Platform” made
by Mr. Sameer Khetarpal, CEO & Managing Director of the Company at the Kotak Chasing
Growth conference held in Mumbai today.

The copy of above presentation is also available on the website of the Company at
www.jubilantfoodworks.com.

Kindly take the same on record.

Thanking you,
For Jubilant FoodWorks Limited
MONA Digitally
by MONA
signed

AGGAR Date: 2024.02.20

AGGARWAL

WAL 16:57:20 +05'30'

Mona Aggarwal
Company Secretary and Compliance Officer
Investor E-mail id: investor@jublfood.com

Encl: A/a
Integrated Report
2023-24

Building a Unique

PLATFORM
KIE CHASING GROWTH ’24

2 0 TH F E B R U A R Y

SAMEER KHETARPAL

MD&CEO

JUBILANT FOODWORKS LIMITED

 2
Consumer Foodservice is a highly attractive global category

G l o b a l M a r k e t a t $ 2 . 6 t r i l l i o n . A t $ 5 1 b n , I n d i a i s c u r re n t l y t h e 9 t h l a r g e s t m a r k e t .

800 7.0%

680 679 689

700 6.0%

600
5.0%

500
4.0%
400
3.0%
300

2.0%
200
141
87 86 75 72 1.0%
100 78 51 51 50
13
0 0.0%
USA China Japan Spain Brazil Italy UK South India Canada Mexico Turkey Others
Korea

Foodservice Market(USD bn) Real GDP CAGR Estimate(2022-2032)

Note: *vs. Sprior year

ource: Euromonitor, IMF
 3
QSRs are poised for multi-decadal growth opportunity

Q S R s t o p o w e r I n d i a n F o o d s e r v i c e M a r k e t t o To p 5 m a r k e t i n t h e u p c o m i n g y e a r s

40 0.16
14.0%
35 34 0.14

30 0.12

25 0.1

20 0.08

15 0.06
9.1
10 0.04
4.8
5 0.02
3.4
0 0
Street Stalls/Kiosks Full-service Restaurants Quick-service Cafés/Bars
Restaurants

Foodservice Market by Sub-category(USD bn) Estimated next 10 year CAGR

Note: *vs. Sprior year

ource: Euromonitor, Industry Estimate
 4
Long-term, structural drivers of growth for QSR in India

S e c u l a r t re n d s c o u p l e d w i t h u n d e r- p e n e t r a t e d c a t e g o r i e s o ff e r m a s s i v e p o t e n t i a l f o r g ro w t h

L u c r a t i v e P e r C a p i t a G D P l e v e l s re a c h e d G ro w i n g U r b a n i z a t i o n Yo u n g e s t P o p u l a t i o n a t s c a l e

Per-capita GDP($) Urbanization in India Median Age

2,386

40.0% 48.6
2,080 46.5
34.5% 35.0%
33.0% 33.6% 43.9 43.2
1,818 31.0% 41.8
1,775 40.6
1,728 28.0% 38.5 38.4
1,578
1,437
1,302
1,194 28.7
1,089
977
869

FY'13 FY'15 FY'17 FY'19 FY'21 FY'23 FY'18 FY'19 FY'20 FY'21 FY'22 FY'23 2000 2010 2015 2017 2019 2021 2030E Japan Italy Spain South Canada UK USA China India
Korea

Source: NSO – MoSPI, FX as of FY’23 used for conversion Source: World Bank, United Nations Population Division estimates Source: World Population Review 2023

Note: *vs. prior year

 5
Drawing Parallels with China to Better Understand how can QSRs grow in India

H i g h re s e m b l a n c e o f G D P p e r C a p i t a ( $ ) Tr a j e c t o r y f o r I n d i a a n d C h i n a , a l b e i t i n a d i ff e re n t t i m e p e r i o d

China India
2500
2227
1926
2000 1759 2025
1603 1935
1452
1500 1331 1653
1215
1089 1473
1004 1351
1000 1231
1063 1120
969
500

0
2011 2012 2013 2014 2015 2016 2017 2018 2019
1997 1998 1999 2000 2001 2002 2003 2004 2005

Source: NSO – MoSPI, World Bank

Note: *vs. prior year

 6
Several brands have entered in India; few have scaled

I nd i a ha s c ur re nt l y s e e n e nt r y o f o nl y ha nd f ul o f b r a nd s w i t h v e r y f e w s uc c e s s s t o r i e s !

I nd i a w i l l a t t r a c t a l o t m o re b r a nd s i n t he t i m e s t o c o m e

1996 2000 2007 2012 2015 2023

1995 2006 2010 2014 2022 2024E

Note: *vs. Sprior year

ource: Euromonitor, IMF
 7
Unique Trait of Indian Foodservice Market

66% of the market is unorganized!

Note: *vs. prior year

 8
India has one of the lowest order value

In $ US China India

Average Order Value 10.3 4.2 0.7

Note: *vs. prior year

Source: Euromonitor, Industry Estimate
 9
JFL is a market maker with industry-leading profits and profitability

S i n c e F Y ’ 1 0 , t h e J F L R e v e n u e , E B I T D A a n d PAT C A G R ( F Y ’ 1 0 - F Y ’ 2 3 ) h a s b e e n ~ 2 1 %

60,000 10,000

9,000
50,960
50,000
8,000
43,311
7,000
40,000 38,858
35,307
6,000
32,689
29,804
30,000 5,000
25,461
24,102
4,000
20,745
20,000
17,235
3,000
14,076

10,175 2,000
10,000
6,783
4,239 1,000

- -
FY'1 0 FY'1 1 FY'1 2 FY'1 3 FY'1 4 FY'1 5 FY'1 6 FY'1 7 FY'1 8 FY'1 9 FY'2 0 FY'2 1 FY'2 2 FY'2 3

Revenue in INR mn EBIDTA(Pre-Ind-AS-116) in INR mn(RHS)

Note: *vs. prior year

Note: The financial numbers FY’16 onwards are as per Ind-AS while the numbers of prior fiscal years are as per I-GAAP
Core of the Platform 10

I t c o ns i s t s o f S I X d i s t i nc t e l e m e nt s w i t h c o ns um e r s a nd m a r k e t a t t he he a r t o f i t !
 11
Element: Own D2C App
 12
Continued Investments for Building Data and Technology Strengths

O u r ' D a t a a n d Te c h n o l o g y F o r w a rd ’ P i l l a r s

Advanced Analytics and

Immersive Customer Experience Next Level Platform Capabilities Digitizing Value Chain
Data Science

• Si n gl e St e p • M u l t i - Cou n t ry, M u l t i- Bra n d • Pe rson a l i ze d • I n - c ont e xt • AI b a se d Pi z za Qu a l i t y An a l y ze r

On b oa rd i n g
• L i ve Ri d e r Tra c ki n g
• Au t o Re f u n d s
• L oya l t y Progra m -
i n - h ou se Te c h Pl a t f orm M e nu a nd Of f e rs U p se l l s • Cu st om - b ui l t Ap p f or St ore t e a m s
D om i n o’s Ch e e sy
• Au t om a t e d Ne a re st St ore • Coh ort b a se d • I n - c ont e xt • Tra n sp ort a n d W a re h ou se
Re wa rd s
D i sc ove ry CRM Ca m p a i gn s Cross- se l l s M a na ge m e nt Syst e m
Illustration 13

U t i l i z i n g s t re n g t h o f d a t a f o r s i t e s e l e c t i o n a n d c o v e r a g e e x p a n s i o n

What are we doing?

● Utilizing demand signals from existing app customers to expand

delivery service coverage and also find new sites

Rationale

● Utilize the wealth of internal data for all important business

decisions

Expanded Delivery Coverage

Existing Delivery Coverage
and a future new store location
Illustration 14

B u c k e t e d c o n s u m e r s o n t h e b a s i s o f t h e i r a ff i n i t y f o r d i s c o u n t a n d c o n v e n i e n c e t h ro u g h i n h o u s e d a t a m i n i n g s t u d i e s

What are we doing?

Various user cohorts demonstrate contrasting behaviours

Affinity towards Discount

● Sharpening the target of promotional spends to a cohort who value

it more than user cohorts who want 1-click repeat order of their

pizza with customized toppings

Rationale

● Reduce blanket discounting by shifting to CRM based discount

strategy to enhance margins

Convenience Seeker
Illustration 15

A b i g t h r u s t t o w a rd s d i g i t i z i n g o p e r a t i o n s b y p ro v i d i n g a c u s t o m m a d e A p p f o r s t o re t e a m s

Benefits

● A single App for store teams to streamline their daily tasks

● Digital helpdesk for assistance and quick query resolution

● Enhanced operational KPI visibility across all levels

● Store level inventory insights

● Functionality to better manage peak load for online orders

● Reduced lead-time for onboarding of new team members

 16
Element – 20-min-Delivery

K hus hi y o k i h o m e d e l i v e r y b y D o m i n o ’s - R e g a rd l e s s o f O rd e r S o u rc e , w e c o n t ro l t h e l a s t m i l e d e l i v e r y

Own-Delivery

● We pioneered 30-minute delivery since 2004

● Bengaluru becomes first city for Domino’s globally to offer 20 minute delivery

service guarantee

● We ensure that a rider trained under our Atithi Devo Bhava program rides safely

and deliver the customer order under 20 minutes as applicable

 17
Element – Rider Tracking
 18
Element – Rider App
 19
E l e m e nt : U ni q ue , M ul t i - B r a n d , C o m m i s s a r y b a s e d S o u rc i n g a n d M a n u f a c t u r i n g M o d e l

The Integrated Supply chain model helps JFL enjoys one of highest fill rates - 99.6% - globally

8 Commissaries and 4 Distribution Centers New Bengaluru Commissary has commenced Operations

Wo r k o n N e w M u m b a i C o m m i s s a r y h a s s t a r t e d
 20
All New Jubilant Food Park

A m u l t i - c a t e g o r y, m ul t i - b r a n d f o o d p ro c e s s i n g f a c i l i t y - o n e o f t h e l a r g e s t i n t h e c o u n t r y a n d a c ro s s t h e w o r l d

Key Highlights

• Can serve 750+ Domino’s stores and 300+ stores of Popeyes, Hong’s

Kitchen and Dunkin’

• Investment of Rs. 250 crore with a payback of ~4 years

• Three floor facility –

• Large dough and bakery manufacturing setup

• One of the largest chicken processing units

• An advanced seasoning manufacturing unit

• Amongst the largest multi-temperature warehouses

 21
Illustration

C o m m i s s a r y h e l p s u s p o s i t i o n m e n u o ff e r i n g s p ro f i t a b l y ( R s . 4 9 – R s . 1 , 0 2 9 ) a n d h e l p u s s e r v e a l l k i n d s o f c u s t o m e r s

Red Hot Pizzas Range

Q1

No. of Pizzas: 4
Rs. 179 – Rs. 669
Introduced in Q1 FY’24
Q4

Viva Roma (Gourmet Range)

No. of Pizza: 5
Pizza Mania Range
Q3

Price Range: Rs. 549 – Rs. 999

No. of Pizzas: 13 No Onion No Garlic Range
Introduced in Q3 FY’24
Rs. 49 – Rs. 169 No. of Pizzas: 4
Added four new variants Rs. 209 – Rs. 799
Q2

in Q4 FY’23 Introduced in Q2 FY’23 Flavours of East Range

No. of Pizzas: 6
Rs. 399 – Rs. 1,029
Paratha Pizza Range
Introduced in Q2 FY’24
Q1

No. of Pizzas: 3
Rs. 179 – Rs. 249
Introduced in Q1 FY’23
Prices are in INR 49 169 179 209 249 299 499 669 799 999 1,029

Entry Range Core Range Gourmet Range

Note: The above price chart is only for illustration and is not to scale
 22
Element – 400+ City Network

D o m i n o ’s I n d i a i s p re s e n t i n 4 0 7 c i t i e s – t h e w i d e s t f o o d s e r v i c e n e t w o r k i n I n d i a

City Network

407
cities
 23
Element – Multi-format stores

We a re a n O m n i - c ha nne l p l a y a nd w a nt t o s e r v e c us t o m e r s w he re v e r t he y a re !

Stores
 24
Illustration

DELCO Format – Our version of Cloud Kitchen

DELCO Format
 25
Sustained Profitable Network Expansion for Domino’s India; Significant runway for future growth

Global Pizza Industry is $133 bn; Global QSR Pizza Industry is $89 bn; India is only $0.9 bn
D e s p i t e b e i n g t h e l a r g e s t F o o d s e r v i c e B r a n d i n I n d i a w i t h 1 , 9 2 8 s t o re s , t h e re e x i s t s a m u l t i - d e c a d a l g ro w t h o p p o r t u n i t y

3,000

2,500 450
400
1,928
2,000 1,816 350
1,567 300
1,500 1,335 1,360
1,227 250
1,117 1,134
1,026
876 200
1,000
726 150
576
465
500 378 100
306
50
- -
FY'1 0 FY'1 1 FY'1 2 FY'1 3 FY'1 4 FY'1 5 FY'1 6 FY'1 7 FY'1 8 FY'1 9 FY'2 0 FY'2 1 FY'2 2 FY'2 3 9MFY'24 Medium-term Long-term
potential potential
Store Count No. of Cities(RHS)

Source for Global estimates: Euromonitor, Domino’s internal estimate

 26
Popeyes India to be the fastest to reach 1,000 crore in revenue

Popeyes is a leading Chicken QSR Brand with Untapped Potential

Popeyes is now #2 brand in USA
We a re n o w a c c e l e r a t i n g t h e p a c e o f N e t w o r k E x p a n s i o n i n P o p e y e s

250

40 12
32
10
30
22 8
20 17 6
12 13
8 4
10 4 6
2
- -
Q4FY'22 Q1FY'23 Q2FY'23 Q3FY'23 Q4FY'23 Q1FY'24 Q2FY'24 Q3FY'24 Medium-term
potential
Store Count No. of Cities(RHS)

Source for Global estimates: Euromonitor, Domino’s internal estimate

 27
Element – Hustle Culture

R e a l M a g i c H a p p e n s b e c a u s e o f t h e s t re n g t h o f o u r P e o p l e a n d U n i q u e J F L C u l t u re

Hustle Culture
Platformization @ JFL: Delivering Industry-Leading Results! 28

Food-tech

Multi-country

Multi-brand
 29

Thankyou!

Disclaimer
Certain statements in this document may be forward-looking statements. Such forward-looking statements are subject to certain risks and uncertainties like government actions, local political or economic developments, technological risks, and many other
factors that could cause our actual results to differ materially from those contemplated by the relevant forward-looking statements. JFL will not be in any way responsible for any action taken based on such statements and undertakes no obligation to
publicly update these forward-looking statements to reflect subsequent events or circumstances.