Our colleagues are our greatest asset. When colleagues are engaged and proud to work at Currys, the positive impact flows through everything we do, from exceptional customer experiences to stronger financial performance and our ability to attract top talent. Our colleagues build genuine connections with customers, listen to understand their needs, and guide them to the right solutions.

Tools, training and reward

We equip colleagues with the tools and training they need, and reward them for good performance. Store colleagues use tablets for customer service, headsets for team communication, Action AI for operational insights, and the Be Amazing app to access product information, rewards and customer feedback. We have invested in CCTV and product security, including a unified, centrally monitored setup in the Nordics, to reduce aggressive theft and incidents.

Colleagues work seamlessly across all store functions, providing expert advice, completing transactions and fulfilling orders. In the UK&I, new starters receive support through our 6 month ‘What’s in Store?’ development programme, focused on our LIFE selling framework. In the Nordics, ‘Onboarding 2.0’ provides a 90-day
structured programme to support new joiners. Colleagues also benefit from ongoing training, with >43,000 product training hours in the UK&I and 31,000 hours of e-learning in the Nordics last year, alongside expert programmes in AI and Gaming.

In the UK&I, the Aspiring Managers programme provides Institute of Leadership & Management accredited training to our store managers through the GM Academy, covering c. 300 general managers, and the new Sales and Ops Manager Academy, covering c. 1,000 sales and ops managers. 49% of corporate hires were internal, with 11% of those coming from stores. In the Nordics, leadership forums and our Academy Learning Portal drive upskilling and leadership development.

Culture and values

Our values shape our culture, inspire our colleagues, and set the standard for how we deliver our vision. In the UK&I, we have a defined set of values: We put our customers first, we win together and we own it. In the Nordics, we launched our ‘Different Together’ strategy in 2025 to better reflect our identity, and as a result of extensive colleague engagement, we relaunched our values: ‘We win together, play together, grow together and are proud to be different together’. These values guide how we bring our vision to life.

In the UK&I, we’ve built a strong reputation as an employer of choice through our ‘Welcome to Amazing’ people promise, employee networks including Embrace, Women’s Network, Pride at Currys and Disability at Currys, and comprehensive wellbeing support with our c. 500 accredited mental health first aiders. We encourage colleagues to share ideas and take ownership, building motivation and confidence while driving improved customer service and cost savings.

Colleague listening

We measure engagement through twice yearly ‘On the Pulse’ surveys conducted by Viva Glint, with over 13,000 colleagues participating in the UK&I and over 8,000 in the Nordics, contributing almost 50,000 comments and achieving response rates of 85% and 81% respectively.

But it’s not just surveys. Colleagues share ideas through forums, employee resource groups, and ‘The Pitch’, a platform for suggestions to make Currys a better place to work and shop. In the Nordics, colleague feedback has driven tangible improvements, from well-being and mental health programmes and a Culture Club to revamped academy and AI training, clearer performance frameworks and better internal communication.

Driving colleague engagement

We’re retaining more skilled colleagues, saving costs, and building a team that genuinely goes the extra mile for customers. Our UK&I eSat score has risen from 67pts to 86pts over five years, placing Currys amongst top global companies. Currys also holds a 4.0 Glassdoor rating⁽²⁾ in the UK&I - the highest among major retailers.

Voluntary turnover has dropped from 41% to 21% in three years — a (49)% reduction, compared to an estimated industry average of 34%. In the Nordics, eSat has grown from 74pts to 80pts over the last three years.

Additional information on how we engage with colleagues and our diversity and inclusion data and policy information is contained in the Corporate Governance Report [HYPERLINK NEEDED].

(1) Viva - Glint, April 2026 survey completed by 21,800 colleagues across the Group.
(2) https://www.glassdoor.co.uk/Overview/Working-at-Currys

We are clear on our promise to customers, to help each of them choose, afford and enjoy technology, however they shop with us. Customers expect us to deliver the retail fundamentals well: a relevant product range, trusted pricing, always available, and a simple end-to-end experience. We will continue to focus on these primary drivers of purchase decisions and long-term customer loyalty.

Building on retail fundamentals

We support customers throughout every stage of the customer journey.

We offer expert help and advice as we know that technology is exciting but can be confusing. We’re making it easier to shop, helping customers search, find, buy, checkout and return, from pre-purchase to post-purchase. We let customers see, touch and try technology.

We offer complete solutions, not just products.

Availability is the single biggest driver of lost sales, so it sits at the heart of making Currys easier to shop. With around 14% of SKUs delivering 80% of sales, we are focusing where it matters most. Our new AAA tool grades products by margin, sales and stock turn to protect commercially critical lines — an approach that began with Elkjøp, was refined in the UK and is now shared across the Group

Retail customers prefer omnichannel⁽¹⁾

We see this trend reflected in our own customer behaviour at Currys and are making it easier for customers to shop as they prefer.

Customers value stores for getting hold of the product urgently, to see, touch and try products before buying, for expert advice and in-store services. Customers value online for convenience, range and availability. We have both of these channels and are working hard to bring stores and online closer together.

(1) Source: GfK Neuron,. Product groups: 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 and Washing Machines.

Our Services enable us to build more valuable relationships with customers and are central to growing our share of wallet. While 80% of UK and over 75% of Nordic households shop with us, we capture only around 30% of customer spend. By helping customers afford, get started, get the most out of their tech, and give tech longer life, we’ve created a foundation for sustainable growth and capturing an ever greater share of spend.

Stickier customers start with good data

In the UK, we hold several large and valuable datasets: 2.7m credit customers, 2.6m iD Mobile subscribers, 9.6m Care & Repair customers, and 8.7m Perks members.These UK datasets are being brought together through Customer Core, a single trusted view of the customer across all brands and channels and the foundation for personalisation and monetisation. Accelerated by AI and combined with in-house identity and consent management, it enables self-serve audience activation and ad platform integration within minutes, with the first release live later this year.

In the Nordics, we have reconfigured our technology stack so that personalisation can become a meaningful driver of revenue growth, and we are building holistic personalisation capability across newsletters and online channels.

Services are a differentiating capability

Services generate profitable, recurring revenue with higher margins than product sales, and now represent over 9% of Group sales. We help customers: afford amazing tech through credit, trade-in and pre-paid promotions; get started with delivery, installation and recycling services, as well as offering essential peripheral products; get the most out of their tech through connectivity, including our own Mobile Virtual Network Operator (MVNO) iD Mobile, software subscriptions and online protection services. We help customers repair their tech, with 11.6m active repair plans across the Group.

Beyond financial performance, services differentiate us competitively. Our integrated ecosystem creates ongoing customer touchpoints competitors cannot replicate, enabling data-driven personalisation that deepens relationships and grows share of wallet. Services will remain central to our agenda, they leverage our unique capabilities and provide the recurring revenue foundation for longer term profitability. As we advance our data capabilities, we build more customers for life while delivering sustainable shareholder value.

Currys flexpay

Currys flexpay credit offering remains a strategic driver of growth and customer loyalty, with 2.7m customers and 23.7% adoption rates (up from 10.8% five years ago) delivering £1.2bn in annual sales, including approximately £300m in incremental revenue.

Currys flexpay generates meaningful profit contribution through improved margins and card payment fee avoidance, while credit customers demonstrate superior lifetime value, spending twice as much as non-credit customers over their lifetime.

Connectivity

iD Mobile was targeted to achieve 2.5m subscribers by 2025/26. That milestone was achieved at Peak, and we closed the year with 2.6m subscribers. Growth was driven by the enhanced iD Mobile app, and propositions including iD Perks and Roam Beyond.

Leveraging our learnings from iD Mobile in the UK, we launched Giga Mobiili, a new MVNO in Finland. Early performance has exceeded expectations, with clear consumer demand and strong subscription growth.

We are unlocking new avenues of profitable growth, building on our existing capabilities including supplier relationships, supply chain, distribution and expert colleagues. We are broadening beyond our core categories to capture new revenue at high contribution margins. This sits alongside clear margin, cost and cash discipline to deliver growing profits and cash flow.

Profitable growth

We are expanding into new growth areas, such as new categories, Services and B2B, to diversify our revenue and capture opportunities beyond our core markets.

Within new categories, we are targeting three distinct areas. First, emerging technology such as robot vacuums, Meta glasses and health & beauty. These categories remain within our core £17bn market. Second, adjacent categories in home & family and health & wellness. Third, seasonal and impulse categories that enhance basket size and conversion. The combined adjacent and seasonal opportunity exceeds £12bn in total addressable market, which our capabilities position us to capture at attractive margins.

In the Nordics, Epoq kitchens performed well, delivering revenue growth and market share gains across all four Nordic markets. Our integrated model of proprietary product, in-store consultation and end-to-end installation positions us well for continued growth.

Our B2B business is accelerating, with targeted investment and reorganisation driving strong early traction. In the UK&I, we aim to double sales within three years. In the Nordics, our more established operation is targeting more than 50% sales growth over four years. To support this ambition, we have introduced purpose-built commercial tools for business customers — including leasing, B2B credit and a bulk trade-in solution — equipping our teams to serve businesses more comprehensively and competitively.

Profits are growing in both markets

We have grown adjusted EBIT in both the UK&I and the Nordics over the past three years. This progress reflects a combination of profitable revenue growth, underpinned by gross margin discipline and the continued delivery of our cost savings initiatives across the Group.

Gross margin discipline

Our focus on gross margin improvement centres on several levers: solutions, Services, monetising our improving customer experience, and enhanced marketing and promotional efficiency. Ongoing optimisation of our supply chain, channels and service operation costs, combined with our deeper understanding of end-to-end
profitability, ensures we prioritise the most profitable sales.

Cost savings

We are taking significant cost out of the business through ongoing initiatives across the Group. In stores, UK&I ESEL saves c. £6m annually and Nordic portfolio changes c. £3m. In supply chain, UK&I Right First Time delivers >£6m a year and our new warehouse and delivery efficiencies in the Nordics c. £5m. In central & IT costs, UK&I cloud migration delivers >£10m annually in savings and Nordics procurement initiatives c. £5m. We continue to explore opportunities through outsourcing, offshoring, and automation.

EBIT margin ambitions

Through these actions we are confident in achieving our mid-term ambition of an adjusted EBIT margin of at least 3% in both UK&I and Nordics. In the UK&I we are close to this level and in the Nordics we have seen a +40bps improvement year-on-year to 2.5%.

(1) UK&I adjusted EBIT margin in 22/23 includes a non-repeat £30m mobile revaluation which accounts for 0.6% of total UK&I adjusted EBIT margin.
(2) For definitions of APMs, refer to the notes to the Group financial statements.