Schibsted ASA Capital Markets Day 2024 Transcript

The following is excerpted from the question-and-answer section of the transcript.

Question: Marcus Diebel - JPMorgan Chase & Co. - Analyst : It's Marcus Diebel from JPMorgan. One question to Christian. Clearly, Schibsted came a long way in regards to the portfolio, lots of changes. At the same time, you still talk about investing to future winners I know we're going to hear more about it in the CFO section. REFINITIV STREETEVENTS | www.refinitiv.com | Contact Us consent of Refinitiv. 'Refinitiv' and the Refinitiv logo are registered trademarks of Refinitiv and its affiliated companies. NOVEMBER 19, 2024 / 12:00PM, SCHA.OL - Schibsted ASA Capital Markets Day 2024 But from your point of view, how do you actually think about new investment decisions how are they done internally? How are they discussed compared to your role that you had before? It would be great to share a little bit sort of like what has changed in this regard at Schibsted. If you can talk about this?

Question: Marcus Diebel - JPMorgan Chase & Co. - Analyst : Marcus Diebel, JPMorgan. I've also a general question again, a bit around investments. I mean what happened to other classifieds players that they also had to invest in tech in the form of acquisitions because they felt there were some areas that didn't cover well, which gives them an edge on technology. How should we think about it? One question is, for example, here in the context of jobs. When I look at your peers, Stepstone, obviously, in other markets, they invest into (technical difficulty), they really focus a lot on the passive market and try to go beyond the kind of like listing model, but they felt they had to invest and buy effectively technology. REFINITIV STREETEVENTS | www.refinitiv.com | Contact Us consent of Refinitiv. 'Refinitiv' and the Refinitiv logo are registered trademarks of Refinitiv and its affiliated companies. NOVEMBER 19, 2024 / 12:00PM, SCHA.OL - Schibsted ASA Capital Markets Day 2024 Do you feel that you are broadly there? Or can we expect also investments, not in new business models, but really in technology, which basically means you generate your revenues, but you need basically to invest more to get there. That will be one question. And then the second question is on Recommerce. Obviously, you highlighted a lot of trends and your focus on AI, but I think the real opportunity, as I see it, in Recommerce is that everything that falls under consumer experience umbrella. So when are we there that consumers just take a picture, the system generates the price, the description, it takes 20 seconds to place an ad. That's I guess is the future. And when is this actually coming? Because I think that will really boost that segment.

Question: Marcus Diebel - JPMorgan Chase & Co. - Analyst : Sorry, I just got the opportunity to ask one more. And obviously, you're about to dispose some of the non-marketplace assets and clearly makes a lot of sense. I think most of us in the room agree that it's a logical step. But looking backwards, some of the assets were for sale in the past and you haven't sold them, I guess, on the argument that either on price, you decided or the company decided to keep them. How do you think about this now? Because I think some assets are very attractive, but some assets you might (technical difficulty) potentially a bit more to sell. So what is the sort of Plan B when we have the next Capital Markets Day, we still see half of the portfolio? How do you actually approach this? REFINITIV STREETEVENTS | www.refinitiv.com | Contact Us consent of Refinitiv. 'Refinitiv' and the Refinitiv logo are registered trademarks of Refinitiv and its affiliated companies. NOVEMBER 19, 2024 / 12:00PM, SCHA.OL - Schibsted ASA Capital Markets Day 2024

Question: Marcus Diebel - JPMorgan Chase & Co. - Analyst : About delivery, why do you believe it is in strategic? In my opinion, it is -- so (technical difficulty) is striving because of this impost agreement where they can send packages cross border at cheap prices. And also there, the delivery cost is a high part of the AOV. So at the end, it's like crucial. And in the case of Allegro, for example, in Poland, we're also impost is playing, it's considered that it's the biggest strategic risk, a mistake, not doing delivery. And (technical difficulty) is also now vertically integrating and building their own lockers. So why potentially getting rid of this business that could be like -- it's very strategic for the C2C?