Fiskars Oyj Abp · OMXHEX:FSKRS
Fiskars Oyj Abp — Fiskars Group — Investor Presentation (September 2021)
16 slides from Fiskars Oyj Abp's investor presentation, September 2021
Slide 1: Fiskars Group – Building a family of iconic lifestyle brands
Fiskars Group – Building a family of iconic lifestyle brands
Slide 2: Disclaimer
Disclaimer • This presentation contains forward-looking statements that reflect management’s current views with respect to certain future events and potential financial performance. Although Fiskars believes that the expectations reflected in such forward-looking statements are reasonable, no assura
Slide 3: Fiskars – a leader in branded consumer goods
Fiskars – a leader in branded consumer goods TWO GLOBALLY STRATEGIC BUSINESS UNITS RECOGNIZED BRANDS 8,000 EMPLOYEES IN OVER 30 COUNTRIES SBU SBU Living Functional CONSUMER VALUE PROPOSITION MAKING THE EVERYDAY EXTRAORDINARY PRODUCTS IN MORE THAN 100 COUNTRIES
Slide 4: Fiskars in 2016
Fiskars in 2016 Net sales Comparable operating Net sales Net sales by Net sales EUR million profit EUR million by region business unit by brand 1,204.6 93.8 1,400 100 90 1,200 Europe 46% Living 49% Fiskars Waterford 80 Americas 40% Functional 43% Wedgwood Iittala 1,000 70 Asia-Pacific 13% Outdoor 7%
Slide 5: Building a family of iconic lifestyle brands…
Building a family of iconic lifestyle brands…
Slide 6: …through consistent development measures…
…through consistent development measures… 1883 2014 Fiskars becomes 1986 Watering brands a limited company Gerber acquired in the U.S. 1649 1967 acquired 2008 2016 Fiskars Fiskars manufacturers Integrated consumer Boats and container ironworks the world’s first plastic- goods company gardening found
Slide 7: …in line with our strategic priorities
…in line with our strategic priorities STRATEGIC PRIORITIES
Slide 8: SBU Living
Scandinavian Living English & Crystal Living Net sales, EURm Comparable EBITA,% 200 SBU Living 150 19.8% offers premium and luxury products for tabletop, giftware 100 13.4% and interior décor 11.7% 50 5.6% 5.9% 0 Q3 Q4 Q1 Q2 Q3 2016 2016 2017 2017 2017
Slide 9: SBU Functional
SBU Functional provides tools for use in and around the house as well as outdoors SBU Functional consists of brands such as Fiskars, Gerber and Gilmour Net sales , EURm Comparable EBITA,% 200 150 15.2% 100 11.0% 10.0% 7.3% 50 0.5% 0 Q3 Q4 Q1 Q2 Q3 2016 2016 2017 2017 2017
Slide 10: Other
Other Other segment contains the corporate headquarters, shared services, investment portfolio and real estate unit. Along with the rest of the Group’s active investments, Fiskars treats its shares in Wärtsilä as financial assets at fair value through profit or loss in the Other segment. This increa
Slide 11: Long-term financial targets
Long-term financial targets Growth The average annual net sales growth to Profitability exceed 5%, through a combination of EBITA margin to exceed 10% organic growth and targeted acquisitions Dividend Capital structure Fiskars aims to distribute a stable, Net gearing* below 100% over time increasing
Slide 12: Net sales and profitability development
Net sales and profitability development 1200 +7.8% 50% 42.5% 41.0% 40.9% 38.7% 1000 36.7% 40% 35.4% 35.0% 33.5% 800 30% 600 20% 400 9.1% 8.4% 8.4% 8.4% 7.8% 7.8% 6.1% 10% 200 5.9% 0 0% 2009 2010 2011 2012 2013 2014 2015 2016 * Items affecting comparability include items such Net sales Comp. gross pr
Slide 13: SKU development
SKU development Number of Stock Keeping Units (SKU)* Sales / SKU, EUR 40000 80,000 35000 70,000 30000 60,000 25000 50,000 158% 20000 40,000 15000 30,000 10000 20,000 5000 10,000 0 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Royal Nelson and WWRD Copenhagen Gilmour acquired acquired acquired
Slide 14: Eight years of base dividend growth
Eight years of base dividend growth Dividend per share (DPS) history 2009-2016 EUR 2.60 1.30 0.35 0.75 0.67 0.68 0.70 0.65 0.60 0.62 0.52 0.71 2009 2010 2011 2012 2013 2014 2015 2016 Base Dividend First dividend Extra Dividend Second dividend
Slide 15: Sustainability focus areas
Sustainability focus areas LASTING CARING FOR PROTECTING THE DESIGN PEOPLE AND ENVIRONMENT COMMUNITIES
Slide 16: Targets 2027
TA R G E T S 2 0 2 7 or earlier where possible Group-wide CO2 emissions CO2 emissions from our value from our own production chain (scope 3) reduced by reduced by 50% 30% Our key suppliers’ energy 0 LTI consumption reduced by Zero Lost Time Incidents A lost-time incident is defined as an occurrence
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