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Question		Answer
Mark in the company from start learning		2008
KFC# start learning		803
PH# start learning		456
SBX# start learning		352
BK# start learning		63
La Tagliatela# start learning		250
Sushishop# start learning		180
Blue Frog# start learning		69
BACOA# start learning		9
KABB# start learning		3
Tagliatela added in start learning		2012
Franchie in Taglaitela start learning		2/3
EBITDA La Tagliatela start learning		mid-twenties.
Blue Frog vs Tagliatela start learning		Tag very profitable, with disciplined fnzees and strong central kitchen. We want to duplicate it in BF (BF has no franchisees yet)
Mark on M&A start learning		Bigger acquisitions, more time on DD and integration
Largest market start learning		Poland 530#
Easter Europe stores# and fnz start learning		900, no fnz
Western Europe stores# and fnz start learning		960, 55% eq
Czech stores# start learning		170
Hungary stores# start learning		110
Spain stores# start learning		322
Germany stores# start learning		260
France stores# start learning		322
Russia stores# start learning		256
China stores# start learning		64
Easter Europe EBITDA% start learning		14.6%
Western Europe EBITDA% start learning		9.5%
Russia EBITDA% start learning		12%
China EBITDA% start learning		10%
Total EBITDA% start learning		11%
Balance between markets EE/WE - target start learning		50/50 or a bit more towards Western Europe
Equity share - total now and target start learning		79%. We will see it going down, will help with CAPEX
Number of markets start learning		26
CAPEX next years start learning		fairly flat. More franchise openings, capital light
EBITDA view start learning		10.9% now. Dragged down by WE (9.5% is not where we want to be definitely double digit). We will focus on that to go up and build it. Numbers are improving
BK profitability start learning		We didnt make money for a long time, now we are making money on BK Poland, opened Romania
2011-2015 in M&A start learning		added Tag and BF
2016-H1 19 in M&A start learning		took opportunity in Yum, MFA, PH and KFC
Growth in network start learning		very consistent, ulture has not changed. We now are operated as when we had couple of stores. Culture did not change. We are proud about that. We are not corporate, but we have processes. Ownership
4 pillars start learning		Operations, Food service, Digital&Delivery, Franchising. All are interrelated
Changes from People-Brand-Scale to 4 pillars start learning		Not much changed, we still base on People still drive everything, A-Brands are in place and new will be added and Scale is even more important for the new pillars
Operations pillar start learning		we believe we need to provide quality product to our customers efficiently. We are best in class. Never sacrifice the quality of product or assets for margin. Fresh product
Foodservice pillar start learning		it's been with us for a very long time. Mostly through SCM. We are best in class. We've always been able t ooffset growing labour with lower COS. Cooperation with the suppliers. In 2011 we added procurement
Delivery & Digital pillar start learning		Growing with time. 12%-13% of our business is now delivery. We tarted delivery when Yum didnt approve, but it was a wise move. And digital - if you not invest, you fall behind. Good progress, eg with kiosks. Consumer experience must be easy process
Franchising pillar start learning		Other than Spain we were not franchise company. It's a big opportunity for us. We have a lot of brands we don't franchise. In Sushishop there is a big upside here.
Flow start learning		A-brands, Franchisors, storecounts, TAG-BF, Segments WE/EE, FR/Eq, Pillars

Cap Mkt Day Mark

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