CHUYÊN TRANG QUAN HỆ CỔ ĐÔNG

THE GIOI DI DONG – DIEN MAY XANH (MOBILE WORLD - MW): REDEFINING GROWTH AND LEAD THE NEXT WAVE OF GROWTH TO 2030

1. Redefining growth – from “quantity” to “quality”

• 2004–2025: A journey of rapid expansion through “quantity”, transforming from a small retail chain into Vietnam’s leading consumer platform;

• 2026–2030: Entering a new phase of “quality” growth through optimizing the existing platform, personalizing customer experience, integrating services, and expanding regionally;

2. New Growth Drivers Toward 2030

2.1. Quality-Driven Growth – A Strategic Asset, Hard to Replicate

• Competing not on price, but on peace of mind, speed, experience, and outstanding services;

• Expanding strategic product portfolio to create the “water flows where it’s deepest” effect;

• TopZone as the strategic bridge with Apple – bringing Vietnam closer to Tier-1 status;

• Restructuring for “less quantity - more quality” through incentive-based models and an ownership mindset;

• Strengthening the “Familyship” culture and a new service culture - the foundation for sustainable and differentiated growth in the next phase.

2.2. Complete Lifecycle Services – Creating New, Hard-to-Replicate Revenue, Profit & Traffic Streams

• Moving from retail to full product lifecycle solutions: sales – finance – warranty – maintenance – upgrades;

• Transforming into a trusted consumer finance touchpoint, offering flexible and reliable financial solutions.

2.3. Super App – A Multi-Service Platform, Owning Customer Traffic

• Evolving from the VIP Loyalty App into a personalized Super App – going beyond any e-commerce platform through superior offline after-sales and service excellence;

2.4. EraBlue – Proof of Regional Replicability

• The #1 consumer electronics retailer in Indonesia by revenue and store count, already profitable;

• Accelerating expansion toward 500 stores with a joint-venture roadmap to IPO.

3. MW 2030 – Becoming an Independent Listed Company

• MW is ready to break the “market saturation” mindset – opening new growth horizons;

• The IPO is not for fundraising, but a strategic step to operate independently, transparently, and with strategies tailored to each chain and growth phase;

• A bold declaration of MW’s pioneering spirit and leadership in the new consumer era;

• The right time for the next generation to carry the legacy forward and lead MW’s new growth journey toward 2030;

• A launchpad for MW to enter its next growth phase – backed by a sustainable model, a seasoned succession team, and the ambition to expand across Southeast Asia.

A GOLDEN OPPORTUNITY FOR LONG-TERM PARTNERSHIP

• A golden opportunity for investors to join MW - backed by a solid foundation and regional vision

• Leadership and succession teams are ready to play big, committed to realizing MW’s 2030 IPO ambition

• Target to double the 2025 net profit by 2030, maintaining annual growth of over 15%

MW’S IPO IS NOT ABOUT RAISING CAPITAL – IT IS A STRATEGIC MOVE TO UNLOCK THE COMPANY’S FULL VALUATION, REFLECTING ITS TRUE POTENTIAL, ROLE, AND LEADERSHIP POSITION IN THE MARKET

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• Vietnam’s food and FMCG market is worth up to USD 60 billion, offering huge growth potential for Bach Hoa Xanh (BHX).

• The rapid rise of a new generation of consumers with different shopping behaviors is reshaping the market. Young customers value quick and convenient shopping, and have higher awareness of food safety. They are accelerating the shift from traditional trade to modern retail.

• BHX has successfully built the grocery retail model that fits this new trend, with proven operational efficiency over the past two years.

• Looking toward 2030, BHX is committed to entering a strong growth phase, focusing on three strategic priorities:

1. Drive strong revenue growth by (i) rapidly expanding both offline and online channels, and (ii) increasing same-store sales.

2. Ensure quality and safe products on the shelf through strengthening partnerships with trusted suppliers who are committed to maintaining high standards, food safety, and stable supply.

3. Improve profitability through (i) revenue growth, (ii) ongoing operational optimization down to every detail, and (iii) fostering the “Familyship” culture with suppliers to optimize costs and enhance business performance for both BHX and its partners.