Cyfrowy Polsat (CPS) Corporate presentation summary

Strategic refocus

• Strategy shifts focus to connectivity, content and convergence, with TMT as the core business and energy and real estate designated non-core.

• Priorities include simplifying the structure, reviewing strategic options for non-core assets, reducing leverage and adapting costs for the AI era.

• The update responds to rapid AI and streaming changes, digital distribution, macro volatility, generational leadership change and constraints from high leverage.

• Potential non-core asset disposal proceeds are intended to reduce debt; attractive transaction terms are a priority, with support from leading banks.

TMT growth drivers

• H1'26 B2C ARPU was PLN 82.8, churn 7.7% and RGU per customer 2.40; 3,039k customers used multiplay.

• Multiplay penetration reached 54.6% in H1'26, leaving 45.4% of customers outside packages and scope for further cross-selling.

• Growth plans combine multiplay, strategic partnerships, AI-led optimisation, fixed-line network modernisation and performance-based team incentives.

• Vodafone cooperation targets customer-care automation, B2B growth and new services such as Network APIs, IoT and Travel SIM; Vodafone's benchmark cites customer-care cost reductions of up to ~20%.

• YouTube distribution is intended to reach new audiences and monetise existing content; Google Cloud supports cloud and AI services for business customers and internal transformation.

Network and operating plans

• Cellnex partnership targets 3,800 5G sites in the 3.6 GHz band by 2027 and 5,000+ additional sites by 2041 through passive infrastructure sharing.

• Current 5G coverage reaches 77% of the population and 5G Ultra 45%; the target is ~100 Mb/s across 90% of the territory by 2028.

• Radio access network modernisation using Nokia and Ericsson solutions is planned by 2030; technical cost growth is projected at 5-6% CAGR in 2026-2029 and 1-2% in 2029-2034.

• 2027-2028 plans include stabilisation, simplification, multiplay growth, 5G rollout, cost optimisation and non-core asset disposal; 2028-2029 adds network and B2B investment.