Grupo Casas Bahia S A : Q3'24 Earnings Release

Casas Bahia presents Q3'24 results with sequential improvement in operating margins for the 4th consecutive quarter, growth in brick-and- mortar stores, greater penetration of services, increase in the credit portfolio and greater liquidity, with the best cash balance variation in the last 4 years.

Q3'24 Earnings Highlights

• Liquidity balance, including receivables, totaled R$3.1 billion in Q3'24, +R$232 million vs. Q2'24
• Physical store GMV growth of +4.6%, SSS of +6.5%
• 3P GMV growth of +18.3% y/y with revenue growing 24.1% and take rate of 13.1%, +60bps vs. Q3'23
• Inventory reduction at R$181 million in Q3'24 y/y +R$417 million vs. Q2'24 for growth in Q4'24
• Gross margin of 31.6% in Q3'24 vs. 23.0% (Q3'23) and 30.7% (Q2'24), improvements of +860 bps and +90 bps respectively
• Reduction of 2.8% in SG&A in Q3'24, being 6.6% in 9M24 vs. 9M23, equivalent to R$ 336 million
• Adjusted EBITDA margin of 7.7% vs. (1.0%) in Q3'23, an improvement of 870 bps.
• EBT of R$ (558) million vs. R$ (1,339) million in Q3'23, an improvement of 58%
• Net loss of R$ (369) million vs. R$ (836) million in Q3'23, an improvement of 56%
• Legal Demands of R$213 million in Q3'24 vs. R$367 million in Q3'23, down 42%
• BNPL reaches record share in digital channels of 9.0% and 17.7% consolidated
• Increase in active BNPL portfolio to R$5.7 Bi (+7.5% y/y and +2.8% q/q)
• Delinquency (over 90 days) was 8.4%, better by 90 bps vs. Q3'23 and 10 bps vs. Q2'24
• Unification of logistics operations under the new CB full brand and launch of the Full Cross logistics service
• Casas Bahia: winner for the 19th consecutive year of Top of Mind and elected the preferred brand in the "Home Appliance Stores" category in the annual ranking of Estadão Marcas Mais

Q3'24 Income Statement vs.	Cash Balance Var.
Q3'23 and quarterly evolution	Q3'24 yoy vs. historical

311

-631

-2.028

-2.855

Q3'21 y/y

Q3'22 y/y

Q3'23 y/y

Q3'24 y/y

1

Omnichannel

R$ million	Q3'24	Q3'23	%	9M24	9M23	%
Total GMV	9.658	9.814	(1,6%)	29.059	31.773	(8,5%)
GMV Omnichannel (1P)	8.113	8.508	(4,6%)	24.436	27.538	(11,3%)
GVM Physical Stores	5.878	5.619	4,6%	17.234	17.730	(2,8%)
GMV (1P Online)	2.236	2.889	(22,6%)	7.202	9.808	(26,6%)
GMV Omnichannel (3P)	1.544	1.306	18,3%	4.623	4.235	9,2%

Total GMV compared to Q3'23 showed a reduction of (1.6%) and already shows a positive trend for Q4'24. 1P omnichannel GMV was lower by (4.6%), composed of a 4.6% growth in physical stores and a reduction of (22.6%) in online. On the other hand, 3P GMV grew 18.3% in the period, growing in all quarters this year. E-commerce, 1P online + 3P, totaled R$3.8 billion and was lower by (9.9%) vs. Q3'23.

Gross Revenue Performance by Channel

R$ million	Q3'24	Q3'23	%	9M24	9M23	%
Physical Stores	5.346	4.989	7,1%	15.649	16.066	(2,6%)
Online	2.282	2.856	(20,1%)	7.245	9.556	(24,2%)
1P	2.080	2.693	(22,8%)	6.659	9.036	(26,3%)
3P	202	163	24,1%	586	520	12,7%
Total Gross Revenue	7.628	7.845	(2,8%)	22.894	25.622	(10,6%)

In Q3'24, consolidated gross revenue decreased by (2.8%) compared to Q3'23, to R$7.6 billion. The variation is mainly explained by the resumption of growth in physical store revenue of +7.1%, the positive performance of marketplace revenue of 24.1%, despite the reduction in online sales revenue (20.1%) given the search for balance between sales and profitability.

Brick-and-mortar stores - GMV and Gross Revenue

Gross GMV from physical stores was R$5.9 billion, growing 4.6% even though it was still affected by the reduction in categories and store closures. Gross revenue was R$5.3 billion, up +7.1% vs. Q3'23. Store performance, which has been improving, has also been highlighted by profitability, mainly due to the greater penetration of credit and services in sales, an increase of 400 bps vs. Q3'23.

Same-store performance (GMV) was +6.5% in Q3'24, following a clear positive trend of acceleration throughout the year (SSS Chart).

In Q3'24, one store was closed, totaling 1,072 stores.

1P and 3P ONLINE - GMV and Gross Revenue

		Quarterly SSS	2	24
			,
		,
,3
Q	24	Q2 24	Q3 24	oct 24

Online 1P GMV decreased by (22.6%) compared to Q3'23, reaching R$2.2 billion, as a result of: (i) lower investment in the B2B channel and other media (we prioritized more profitable partnerships, focusing on results), (ii) adjustment in the product mix still on a non-comparable basis. Even in this context, we maintained our strength in the core categories, in line with our strategic positioning.

Omnichannel 3P GMV grew by 18.3% in Q3'24 (R$1.5 billion) and revenue gains of +24.1% to R$202 million, GMV growth of 9.2% in 9M24 with revenue growing by 12.7%, as a result of the search for greater profitability and a better experience for customers and sellers through the greater number of services offered on our platforms, such as logistics and credit. We ended the quarter with a take rate of 13.1%, +60 bps vs. Q3'23.

2

Opening of Gross Revenue

R$ million	Q3'24	Q3'23	%	9M24	9M23	%
Merchandise	6.440	6.942	(7,2%)	19.367	22.521	(14,0%)
Freight	95	90	5,6%	282	268	5,2%
Services	356	278	28,1%	1.152	961	19,9%
CDC/Credit Cards	737	535	37,8%	2.093	1.872	11,8%
Gross Revenue	7.628	7.845	(2,8%)	22.894	25.622	(10,6%)

Gross merchandise revenue, despite the resumption of growth in physical stores, still showed performance pressured mainly by the decline in GMV from online 1P, with a variation of (2.8%). Revenue from services grew 28.1%, as a result of the better penetration of insurance sales, extended warranty, marketplace commission, logistics "as a service" and assembly. Revenue from financial solutions grew 37.8%. The penetration of services and financial solutions in relation to net revenue increased to 16% in Q3'24 vs. 12% in Q3'23 (an increase of 400 bps), reflecting the initiatives to increase revenue under the Transformation Plan.

Consolidated Sales by means of payment	Q3'24	Q3'23	%	9M24	9M23	%
Cash/Debit Card	34,7%	35,1%	(40bps)	34,0%	33,1%	90bps
CDC (Payment Book)	17,7%	14,5%	320bps	17,0%	13,1%	390bps
Co-branded Credit Card	7,9%	6,7%	120bps	8,1%	7,9%	20bps
Third-party Credit Card	39,6%	43,7%	(410bps)	41,0%	45,9%	(490bps)

Our installment plan continues to be an important tool for building customer loyalty and a competitive edge, with a 17.7% share of consolidated gross revenue (an increase of 320 bps). We also highlight the 120 bps. growth in Co-branded cards and the maintenance of cash payments, mainly due to the greater attractiveness of payments via PIX. Regarding our own payment methods, which are more profitable for the Company, we had an increase of 430 bps vs. Q3'23.

Gross Profit

R$ million	Q3'24	Q3'23	%	9M24	9M23	%
Gross Profit	2.023	1.513	33,7%	5.917	6.010	(1,5%)
% Gross Margin	31,6%	23,0%	860bps	30,8%	28,0%	280bps

In Q3'24, gross profit was R$2.0 billion, with a gross margin of 31.6%, a gain of 860 bps vs. Q3'23 and a sequential improvement of 90 bps vs. Q2'24. Despite the decline in net sales, the healthy margin, already above historical levels, is explained by the better combination of product mix, inventory quality ("aging", resulting from better purchases and profitable sales), the greater penetration of financial services and solutions in revenue, in addition to the 24.1% growth in marketplace revenue.

Selling, General and Administrative Expenses

R$ million	Q3'24	Q3'23	%	9M24	9M23	%
SG&A	(1.596)	(1.643)	(2,8%)	(4.783)	(5.119)	(6,6%)
% Net Revenue	(24,9%)	(24,9%)	0bps	(24,9%)	(23,9%)	(100bps)

Selling, general and administrative expenses in Q3'24 decreased by (2.8%), equivalent to R$47 million y/y and remained stable in relation to net revenue (24.9%) despite the decline in revenue. It is worth noting that in 9M24 vs. 9M23, the reduction was (6.6%), equivalent to R$336 million. The lower expense is explained by the reduction of (2.9%) in selling expenses, with emphasis on the reduction of personnel (3.1%), reduction in expenses for third-party services (12.7%), in addition to an improvement in the containment of labor expenses (28.1%).

Adjusted EBITDA

R$ million	Q3'24	Q3'23	%	9M24	9M23	%
Adjusted EBITDA	491	(66)	n/a	1.330	1.077	(38,6%)
% Adjusted Margin EBITDA	7,7%	(1,0%)	870bps	6,9%	5,0%	190bps

Adjusted EBITDA reached R$491 million in Q3'24 and a margin of 7.7%, up 870 bps vs. Q3'23 and a sequential improvement of 70 bps vs. Q2'24, despite a very challenging market scenario and declining revenue. The margin in Q3'24 is the highest in 18 months and is heading for continued gradual growth with the prospect of improved growth in all sales channels already observed in Q4'24.

3

Financial Result

R$ million	Q3'24	Q3'23	%	9M24	9M23	%
Financial Revenue	26	19	36,8%	75	64	17,2%
Financial Expenses	(795)	(785)	1,3%	(1.572)	(2.525)	(37,7%)
Debt Financial Expenses	(163)	(139)	17,3%	(426)	(439)	(3,0%)
Debt Modification	(22)	-	n/a	615	-	n/a
CDC Financial Expenses	(209)	(206)	1,5%	(618)	(612)	1,0%
Expenses of Discounted Receivables	(174)	(230)	(24,3%)	(507)	(835)	(39,3%)
Interest on Lease Liabilities	(110)	(114)	(3,5%)	(331)	(346)	(4,3%)
Interest on trade accounts payable - agreement	(82)	(68)	20,6%	(200)	(225)	(11,1%)
Other Financial Expenses	(35)	(28)	25,0%	(105)	(68)	54,4%
Financial Results pre monetary update	(769)	(766)	0,4%	(1.497)	(2.461)	(39,2%)
% Net Revenue	(12,0%)	(11,6%)	(40bps)	(7,8%)	(11,5%)	370bps
Monetary Restatements	31	86	(64,0%)	231	154	50,0%
Net Financial Results	(738)	(680)	8,5%	(1.266)	(2.307)	(45,1%)
% Net Revenue	(11,5%)	(10,3%)	(120bps)	(6,6%)	(10,8%)	420bps

In Q3'24, the net financial result was R$ (738) million, 8.5% higher than in Q3'23 and 120 bps higher as a percentage of Net Revenue (11.5%). Excluding monetary restatement, there was stability, despite a negative R$ (22) million in debt modification due to the reprofiling, now offsetting, quarter by quarter, the positive impact of R$ 637 million that occurred in Q2'24. It is worth noting that despite accounting for interest on financial debts in the result, the cash impact of these items was R$11 million in 3Q24 and R$123 million in 9M24.

Net profit

R$ million	Q3'24	Q3'23	%	9M24	9M23	%
EBT	(558)	(1.339)	(58,3%)	(1.017)	(2.735)	(62,8%)
% Net Revenue	(8,7%)	(20,3%)	1160bps	(5,3%)	(12,8%)	750bps
Income Tax & Social Contribution	189	503	(62,4%)	424	1.110	(61,8%)
Net Income (Loss)	(369)	(836)	(55,9%)	(593)	(1.625)	(63,5%)
% Net Margin	(5,8%)	(12,7%)	690bps	(3,1%)	(7,6%)	450bps

EBT was R$(558) million in the quarter, 58.3% better than in Q3'23, due to the beginning of the resumption of growth in the store channel and the gradual improvement in the Company's profitability, despite the challenging market and the decline in sales. The net loss was R$(369) million vs. R$(836) million in Q3'23, 55.9% better, with the net margin of (5.8%) in the quarter, evolving 690 bps compared to Q3'23.

Financial Cycle

								(+/-) Q3'24
R$ million			Q3'24	Q3'24	Q2'24	Q1'24	Q3'23	vs. Q3'23
Inventory			4.777	4.360	4.355	4.353	4.958	(181)
Days of Inventory	1		93	82	78	76	83	10 days
Suppliers w/o agreement and others	6.938	6.505	6.336	6.379	6.664	273
Trade accounts payable - agreement	2.040	1.708	1.919	1.765	1.407	633
Others			509	614	645	823	665	(157)
Total Days of Suppliers	1	135	122	114	112	112	23 days
Change in Financial Cycle	42	40	36	36	29	13

We closed inventory in Q3'24 with a reduction of R$181 million (10 days) compared to Q3'23 and an increase vs. Q2'24 in order to capture the growth and seasonality of Q4'24. Additionally, there was an increase in supplier days, which more than offset the increase in inventory.

4

Capital Structure

						(+/-) Q3'24
R$ milhões	Q3'24	Q3'24	Q2'24	Q1'24	Q3'23	vs. Q3'23
(+) Payment Book (CDCI) - Assets	5.728	5.572	5.343	5.355	5.326	401
(-) Payment Book (CDCI) - Liabilities	(5.673)	(5.331)	(5.243)	(5.383)	(5.387)	(287)
(=) Net Payment Book (CDCI)	54	241	100	(28)	(60)	114
(-) Current Loans and Financing	(699)	(446)	(1.327)	(2.331)	(1.866)	1.167
(-) Noncurrent Loans and Financing	(3.579)	(3.433)	(2.695)	(1.651)	(1.805)	(1.775)
(=) Gross Debt	(4.279)	(3.880)	(4.022)	(3.982)	(3.671)	(608)
						-
Trade accounts payable - agreement	(2.040)	(1.708)	(1.919)	(1.765)	(1.407)	(633)
(=) Gross Debt + Trade accounts payable - agreement + Net CDCI	(6.265)	(5.347)	(5.841)	(5.776)	(5.138)	(1.126)
(+) Cash and financial investments	2.119	1.858	1.868	2.573	1.642	476
(+) Accounts Receivable - Credit Cards	280	395	387	273	471	(191)
(+) Other Accounts Receivable	712	627	644	733	686	25
Cash, Investments, Credit Cards, Advances and Others	3.111	2.879	2.899	3.580	2.800	311
(=) Adjusted Net Cash	(1.168)	(1.000)	(1.122)	(403)	(871)	(297)
(=) Adjusted Net Cash + Trade accounts payable - agreement + Net CDCI	(3.154)	(2.467)	(2.942)	(2.196)	(2.338)	(815)
Short-term Debt/Total Debt	16%	12%	33%	59%	51%
Long-term Debt/Total Debt	84%	88%	67%	41%	49%
Reported Adjusted EBITDA (LTM)	1.494	936	953	1.240	1.706
Adjusted Net Cash/Adjusted EBITDA	-0,8x	-1,1x	-1,2x	-0,3x	-0,5x
Adjusted Net Cash/Adjusted EBITDA + Trade accounts payable - agreement + Net CDCI	-2,1x	-2,6x	-3,1x	-1,8x	-1,4x
Shareholders' Equity	2.879	3.242	3.202	3.454	4.434

Gross debt was R$4.3 billion (excluding CDCI liabilities and supplier agreement), 84% of which was long-term. To understand the capital structure, CDCI liabilities have a corresponding asset in CDCI accounts receivable, both presented in the table above and in the Financial Statements in explanatory notes 6.1 and 14.

The Company reported adjusted net debt of R$ (1.2) billion and equity of R$ 2.9 billion. In Q3'24, cash including undiscounted receivables totaled R$ 3.1 billion. The financial leverage indicator, measured by net cash/adjusted EBITDA for the last 12 months, was (0.8x). Considering the balance of trade accounts payable agreement and the CDCI balance, the same indicator was (2.1x).

Debt maturity schedule - Q3'24

Liquidity, including undiscounted receivables, totaled R$3.1 billion. After the new reprofiling and its accounting effects, of the R$4.3 billion in debt, 84% has long-term maturities. The average cost of loans and financing is CDI + 1.7% per year. Below is the maturity schedule to better illustrate the debt profile.

3.111

2.259

2.119

881

280699

712			94	94	251
		-
Cash	2S 24	2025	2026	2027	2028	2029	2030

Position Q3'24

5

Managerial Cash Flow - quarterly and LTM

Q3'24 quarter: Net loss of R$ 369 million, cash profit was positive at 797 million.

The variation in working capital, composed of suppliers and inventories, decreased by R$224 million compared to Q3'23, due to the beginning of the inventory optimization carried out in 2023, reaching an ideal level at the end of that same year. For Q3'24, we observed a restocking movement compared to 2Q24, driven by year-end sales; consequently, working capital begins to show a curve in line with seasonal needs. Additionally, due to the increase in the credit portfolio, the balance of accounts receivable has been rising since 2Q24, with a negative impact on free cash flow initially. In 3Q24, the increase was approximately R$ 100 million.

In Legal Demands, the improvement was 42% in the same period. Taxes to be recovered, R$206 million, was another positive highlight given the level of monetization in the period, even with the increase in inventories for Q4'24.

As a result, we ended Q3'24 with free cash flow of R$ (179) million, slightly negative, even with the R$ 2.7 billion reductions in sales. Essentially, some components of free cash flow this quarter have a transitory nature: (i) the effect of the increase in the credit portfolio will bring future benefits to cash flow; (ii) increase in inventories for 4Q24 seasonality;

1. reduction in net tax monetization due to the increase in inventories. Even in this context, the cash variation was +R$232 million in Q3'24 vs. +R$12 million in Q3'23, reflecting the resumption of fundraising (including an increase in credit) and operational improvements mentioned above, even without the sale and Follow On that benefited cash in Q3'23.

Cash Balance Change - 2 months

Q3'24 yoy: despite a net loss of R$ (1,593) million, cash profit was positive at 2.8 billion.

We finished the last 12 months with cash balance variation of R$3 million vs. R$( 3 ) million in Q3'23 yoy (best result in the last 4 years), mainly reflecting operational improvements in losses, labor demands, tax monetization and improvements in reprofiling and new funding.

6

CAPEX

In the quarter, Casas Bahia Group's investments totaled R$54 million, with 88% of the total allocated to technology-related projects to support the Company's growth, digitalization and customer experience. In Q3'24, Capex was 50% lower vs. Q3'23 and 56% lower in 9M24 vs. 9M23.

Changes in Store by format and brand

One store under the Casas Bahia banner was closed during the quarter, bringing the total number of stores to 1,072 at the end of the period. We are following our Transformation Plan, which includes rigorous monitoring of the performance of each store and distribution center, directing corrective actions and, if necessary, closing operations that do not generate value.

Logistics Ecosystem

By integrating the fulfillment, transportation and logistics operator operations under the new CB full brand, the focus remains on growing logistics as a service revenue, reducing the cost of service and improving the level of service (including marketplace sellers and Group partners). Below is the CB full-service menu, already including the recently launched Full Cross model.

COMPLETE STORAGE AND TRANSPORTATION SERVICES PLATFORM FOR SUPPLIERS, SELLERS AND OPEN SEA

7

Financial solutions

Key Figures in Q3'24

• R$11.4 billion in total TPV, an increase of 0.5% vs. Q3'23
• BNPL portfolio closes at R$5.7 billion, +7.5% y/y
• Over 90 at 8.4% and loss on portfolio of 4.8%
• TPV co-branded cards reached R$4.9 billion, 4% lower vs. Q3'23, with 4.4 million customers
• banQi reaches +7.8 million opened accounts, +7% vs. Q3'23

TPV Card: On and Off us

TPV

(R$ million)

	2.3		.		.433
.	.
			4		3
4
4.	.		.	2	4.	3
4. 3	.	4	.2		.

Q3'21	Q3'22	Q3'23	Q3'24
BNPL	Cards	banQi + banQi Payments

Installment plan - Buy Now, Pay Later

The BNPL is a profitable service in the physical and online channel (1P and 3P) and a shopping opportunity for the population that has little or no access to credit. In Q3'24, the installment plan portfolio grew 7.5% y/y and reached

R$ 5.7 billion. In stores, penetration was 26.5% vs. 24.9% in Q3'23. In 1P online, the share of digital installment plan was 9.0% vs. 6.4% in Q3'23, while in 3P it was 8.9% of sales vs. 5.6% and is enabled for +3,000 sellers.

In addition, through the capillarity of digital installment plan, we have already made sales in +4,500 municipalities without the presence of our physical stores (+90% of Brazilian municipalities), reinforcing that installment plan in digital channels is a profitable growth lever based on a strength of the Group.

Share of Digital and in brick-and-mortar stores BNPL (%)

							1P Online			3P Online			Store CDC
						3	,
							2 ,2			2	,										2	,2
				2	,				2 ,4			2	,						2	,	2	,
													24,
				24,2													22,
																	22,3
2	,2	2	,				2	,							2	,
								,
									,3			,						,4		,3	,		,
								,		,					,4	,
				4,		4,					4,
				2,							4,
,		2,2	2,																,4		,
																		,		,3
										2,2	3,		2,	2,		3,	,
									,4

	Installment Plan Production - Total						Digital Installment Production
				(R$ billion)												(R$ million)
													3P	1P
																											333
																										2
																							242	2 4	2
																			22			22
																2		2
																										22
				2,						2,	2,				4											2 2
																					4
	, ,	,	,	,	,	,	,	, ,	,													2	3
,										2
															2				4
																		4
															4												4
																									2
																		23	3	2	34	44
Q1'21 Q2'21 Q3'21	Q4'21	Q1'22	Q2'22 Q3'22	Q4'22	Q1'23	Q2'23	Q3'23 Q4'23	Q1'24	Q2'24	Q3'24		Q1'21	Q2'21	Q3'21	Q4'21	Q1'22	Q2'22	Q3'22	Q4'22	Q1'23	Q2'23	Q3'23	Q4'23	Q1'24	Q2'24	Q3'24

8

Aging of the Installment Plan Portfolio

(R$ million)

8, 00		Evolution of the Active Portfolio				50, 0%
							(R$ billion)							45, 0%
																	40, 0%
						,	,		,	,4						,	,
					,2			,3	,3	,3	,3
				,							35, 0%
		4,
4,	4,
																	30, 0%
4, 00																	25, 0%
																	20, 0%
																	15, 0%
,	,4	,4	,	,	,		,4	,		,	,	,3	,4	,	,		,4
															10, 0%
																	5, 0%
0, 00																	0, 0%
Q1'21Q2'21Q3'21Q4'21Q1'22Q2'22Q3'22Q4'22Q1'23Q2'23Q3'23Q4'23Q1'24Q2'24Q3'24
				Active portfolio					90+ overdue

						ADA
1000					(R$ million)						40, 0%
900
														35, 0%
800
														30, 0%
700	43	2		2	24		2
										2
														25, 0%
600
500														20, 0%
400
														15, 0%
300
3,2	3,	2,	3,	2,2										10, 0%
		,
			,3	,4	,3	,4	,4
				,2	,
200					,	,
														5, 0%
100
0														0, 0%
Q1'21Q2'21Q3'21Q4'21Q1'22Q2'22Q3'22Q4'22Q1'23Q2'23Q3'23Q4'23Q1'24Q2'24Q3'24

Loss on Portfolio

(R$ million)

350						32											32, 0%
																	27, 0%
300
										2				2	3	2	3
					2		2	2		24
						24							22, 0%
								23
250	224
																	17, 0%
200					3
																	12, 0%
150
																	7, 0%
100	4,		4,		4,	,	4,		4,	4,	4,	4,		4,		4,
							2, 0%
2,4		3,		3,									3,
50																	- 3, 0%
Q1'21Q2'21Q3'21Q4'21Q1'22Q2'22Q3'22Q4'22Q1'23Q2'23Q3'23Q4'23Q1'24Q2'24Q3'24

ADA Balance

ADA Balance/Active Portfolio

Los s

Los s/Active Portfolio

We observed a continuous reduction in ADA expenses in relation to the portfolio and coverage more than exceeds losses. The over 90 rate was 8.4%, better by 90 bps vs. Q3'23 and 10 bps vs. Q2'24, reflecting the trend in portfolio quality. The level of loss on the active portfolio was 4.8%, within the historical average, corroborating the other indicators in the installment plan.

banQi

Today, banQi's focus is to generate value for the company by leveraging its existing ecosystem. The app has been downloaded 20.7 million times and has 7.8 million accounts. The app is increasingly becoming part of customers' daily lives, and we would like to highlight:(i) R$24 billion in accumulated transactions; (ii) accumulated TPV reaching R$12.0 billion; and (iii) the frequency of use continues to improve each quarter, reaching 59x in the last 360 days.

9

ESG Highlights

Here are the highlights for the 3rd quarter of 2024

Environmental

Renewable Energy: Progress on renewable energy target by purchasing 81,6% of energy from clean, renewable sources. Commitment to reach 90% by the end of 2025.

REVIVA Recycling Program: It allocated more than 693 tons of waste for recycling, benefiting 11 partner cooperatives. With 721 electronic waste collectors distributed throughout the group's stores and operations, we collected 2 tons of electronic waste for proper disposal and recycling.

Social - Diversity

Racial Equity: we reached 46.7% of the internal public composed of black people and our leadership grew from 34%, in 2023, to 36.3% in (management positions above), reinforcing our priority guideline of increasing the participation of black people in leadership positions. Racial self declaration: In July, we began the 3rd phase of the internal racial self-declaration campaign. The initiative is part of the Company's systematic efforts to portray the reality of our employees in terms of race as accurately as possible.

Diversity in leadership: Executive Director of People, Management and ESG AnIncome Statementia Nunes joins the statutory board, representing the racial profile of black people and women.

Social - Casas Bahia Foundation

Young Protagonism: In July, 150 young people from the PROA Institute's Technology course presented the solutions developed throughout the course at Demoday, an event held at Senac Santo Amaro - SP. The young people's goal was to develop a technology solution aimed at meeting market needs, with a focus on inclusion, sustainability and efficiency.

Fostering Entrepreneurship: In August, the closing ceremonies of the Jornada Dona de Si took place, a project promoted in partnership with the Instituto Dona de Si to stimulate female entrepreneurship. The events were attended by volunteers from the Group, who shared their stories and celebrated the transformation in the lives of the women who participated in this journey. In addition, the students who stood out the most in the meetings were awarded. The project had 800 vacancies for women from the cities of Porto Alegre, Salvador, Rio de Janeiro and São Paulo, who sought knowledge and exchange of experiences through the project.

Social Engagement: The Casas Bahia Foundation, together with the Casas Bahia Group, in yet another partnership with Adra Brasil, promoted the delivery of more than 130 bedroom and kitchen cabinets to families that were affected by the rains in Rio Grande do Sul. The donation took place in August, in São Leopoldo, one of the regions most affected by the climate disaster. The action also had the participation of our volunteers.

Corporate Governance

Reelection of administrative bodies in 2 24: Board of Directors, Fiscal Council, Audit, Risk and Compliance Committees; People; Finance; and Ethics.

2nd edition of Compliance Week: With themes focused on the culture of integrity and prevention of harassment and discrimination, it had activities and participation of senior leadership, raising awareness among 100% of internal areas.

Integrity Program: We renewed our adherence to the Business Pact for Integrity and Against Corruption of the Ethos Institute, with continuous improvement of the indicators of the Company's Integrity Program.

External Auditor s assessment of internal controls: Since 2020, we have not reported any material weakness or significant deficiency, reinforcing the priority of this agenda for the Company.

Robust Corporate Governance practices:

• Listing on the Novo Mercado;
• Independent directors on its boards;
• Different executives such as CEO and Chairman of the Board of Directors;
• Statutory Audit, Risk and Compliance Committee;

10