Investor Relations
Welcome to the Pick n Pay Group
Investor Relations
Welcome to the Pick n Pay Group
The Group's strategy is centred on restoring sustainable value by returning the Pick n Pay supermarket business to profitability and strengthening its long-term competitiveness. Following the completion of the Group's Recapitalisation Plan in FY25, the Group now benefits from a more resilient balance sheet, reduced financing costs and improved operational flexibility, enabling a sharper focus on executing the Pick n Pay strategic reset. This includes improving store operations, enhancing product value and availability, simplifying the organisation and strengthening cost discipline to rebuild the performance of the core supermarket estate. At the same time, the Group is driving the continued expansion of its strongest growth engines – Boxer, Pick n Pay Clothing and Online – each of which continues to deliver strong momentum.
Our strategy encompasses five key priorities designed to revitalise our Pick n Pay core retail business and restore its profitability:
Our people are the foundation of Pick n Pay's success and central to the transformation of our business. We are building a high-performance culture grounded in accountable leadership, capable teams and consistent execution. In FY25, we reset and strengthened our people structures across the organisation, rebuilding alignment and renewing a sense of purpose and pride. With clearer leadership, focused training and stronger engagement, we are creating an empowered workforce that can deliver sustainable performance and support the long-term success of our turnaround.
Winning back customers and restoring sales momentum is central to our strategy. We are strengthening our customer offer through sharper pricing, better product availability, improved in-store execution and a more compelling Pick n Pay brand experience. Our goal is to give customers more reasons to shop with us more often by delivering consistent value and a better shopping experience.
In FY25, we made meaningful progress by focusing on price and promotion, revitalising key product ranges and improving performance in our cornerstone fresh departments. Enhanced customer service training and more targeted marketing helped re-engage shoppers, while continued growth in Clothing, Online and value-added services also supported the recovery in like-for-like sales.
Strategic partnerships are increasingly important to Pick n Pay's recovery and long-term growth. We are deepening relationships with our franchisees, suppliers, landlords and financial partners to unlock shared value and improve commercial performance. In FY25, we strengthened our supplier and franchisee engagement, enhanced commercial terms and worked closely with landlords to reshape our store estate. Key commercial partnerships also boosted customer reach and loyalty. Our collaboration with FNB eBucks and expanded relationship with Absa are strengthening customer rewards, while our new four-year Springboks sponsorship will enhance brand visibility and drive engagement through targeted campaigns and activations.
Optimising the store estate is essential to Pick n Pay's recovery. We are exiting unsustainable sites, converting under-performing stores to stronger formats and modernising high-potential locations to create a leaner, more profitable estate. In FY25, we completed the first phase of this reset, converting selected loss-making Pick n Pay stores into Boxer or franchise formats, closing non-viable sites, and progressing targeted right-sizing and refurbishments. These actions strengthen operational efficiency and position the business for more focused, profitable growth.
We are building a leaner, more agile and digitally enabled Pick n Pay. Our focus is on reshaping the operating model to improve efficiency, reduce structural costs and support sustainable, customer-led growth. In FY25, we strengthened leadership and regional support, began unlocking supply chain efficiencies and launched the new asap! app, integrating e-commerce and Smart Shopper into one platform. The journey continues as we streamline support functions, improve in-store productivity and enhance replenishment accuracy to create a faster, more efficient, future-fit business.
Working with a long-term view, sustainability has taught us much over the decades. We have learnt that, while philanthropic giving remains critical in the face of dire need, positive ESG impact achieves greater traction and scale when integrated within long-term strategy. Much of our integration work has focused on innovating to deliver positive ESG impact while also reducing costs, increasing revenues or improving the operating efficiency. We are also clear that effective intervention in ESG challenges requires full systems view and long-term, committed partnerships. Though clearly not unique, these insights continue to inform our sustainability strategy and approach to ESG.
Read more in our 2025 Sustainability Chapter 890KB