Huhtamaki Oyj · OMXHEX:HUH1V
Huhtamaki Oyj — Non-Deal Roadshow (December 2025)
74 slides from Huhtamaki Oyj's roadshow presentation, December 2025
Slide 1: Becoming the first choice in sustainable packaging solutions
Becoming the first choice in sustainable packaging solutions Roadshow presentation November-December 2025 1
Slide 2: Contents
Contents Overview Strategy Segments Financials Sustainability Other Q3 2025 report 2 November-December 2025
Slide 3: Overview
1 Overview 3 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 4: This is Huhtamaki
THIS IS NET SALES EUR million 4,800 3,600 Global market and innovation leader in sustainable 2,400 packaging for food-on-the-go, food-on-the shelf 1,200 and everyday necessities. 0 Driving profitable growth through scaling core 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 20
Slide 5: A strong local presence, delivering for our customers, globally
NET SALES A strong local presence, €4.1B delivering for our ADJUSTED EBIT customers, globally M€ 416.9 ADJUSTED EBIT MARGIN 10.1% OPERATING COUNTRIES 36 OPERATING LOCATIONS 102 EMPLOYEES 17,794 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025 5 November-December 2025
Slide 6: Huhtamaki in figures
Net debt and Net debt/ Adjusted EBITDA Adjusted return on Huhtamaki EUR million investment and equity in figures 3.1 2.5 % 14.8 15.1 14.9 2.2 2.0 13.4 1.8 13.2 12.1 Environment Social 11.7 11.3 11.2 11.0 99% 85% 867 1,520 1,471 1,288 1,216 of our fiber was Employee 2020 2021 2022 2023 2024 2020 2021
Slide 7: Providing packaging for food and everyday necessities
Providing packaging for food and everyday necessities Food service FMCG Retail Healthcare Customers Food packaging Packaging for everyday necessities Products Paperboard Fiber Flexibles Packaging technology Non-integrated Global Leader Global Leader Global Category Leader 7 November-December 2025 OV
Slide 8: Segment overview: net sales, products, customers, competitors
Foodservice Packaging North America Flexible Packaging Fiber Packaging Net sales EUR 990 million EUR 1,460 million EUR 1,323 million EUR 363 million and split Europe Western Europe & UK Retail Europe Central & Eastern Europe Foodservice Asia Rest of world Rest of world Consumer goods Middle East and
Slide 9: Our 2030 Profitable Growth Strategy
Our 2030 Profitable Growth Strategy Scale up profitable Develop sustainable Operational core businesses innovation in excellence partnership with our customers With a focus on: 1 • Profitable growth supported by all levers Organic growth 2• Disciplined capital allocation Reduced capex, still above 3
Slide 10: Our long-term financial ambitions
Our long-term financial ambitions Group Segments Comparable Adj. EBIT Absolute EPS growth Adj. RONA growth margin Foodservice 4-5% 10-12% 13-15% Packaging 5-6% 10-12% 13-15% 2-3x Net debt / North America 5-6% 11-12% 15-17% Comparable Adjusted EBIT Adjusted Adjusted growth margin ROI EBITDA Flexible
Slide 11: Clear steps to drive value creation
Clear steps to drive value creation Profitable growth; ambition of 5-6% annual Solid cash flow growth and 10-12% adj. EBIT margin • Capex for organic growth • Profitable growth • Bolt-on acquisitions for inorganic growth • Improved working capital • Disciplined capital allocation Return capital to s
Slide 12: Huhtamaki as an investment
Huhtamaki as an investment Huhtamaki is a market and technology leader for essential packaging, creating value through: • Attractive portfolio of sustainable core businesses to capture strong underlying market growth • Step-up in operational performance to secure competitiveness in short and long te
Slide 13: Our approach to sustainability
Our approach to sustainability Environment Social Governance Approach • Design for circularity • Ensuring good working conditions for our • Ethics and compliance • Climate action employees and workers in the value chain • Global Code of Conduct • Biodiversity • Safe, engaging and inclusive work envi
Slide 14: Strategy
2 Strategy 14 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 15: Protecting what matters: Packaging is essential for food and daily necessities
Protecting what matters: A shift in consumers’ packaging needs and Packaging is essential for demands creates profitable growth opportunities for Huhtamaki food and daily necessities Sustainability is driving industry • Packaging supports food from farm to fork, transformation, creating opportunitie
Slide 16: Our 2030 Profitable Growth Strategy
Our 2030 Profitable Growth Strategy Scale up profitable Develop sustainable Operational core businesses innovation in excellence partnership with our customers With a focus on: 1 • Profitable growth supported by all levers Organic growth 2• Disciplined capital allocation Reduced capex, still above 3
Slide 17: Actions taken in our focus areas
Actions taken in our focus areas Profitable growth Disciplined capital Accountability and 1 supported by all levers 2 allocation 3 speed of execution Organic growth Capex moderated but still above depreciation Empower segments with clear accountability to • Focused approach to enable our customers a
Slide 18: Towards a more moderated capex still above depreciation
Towards a more moderated capex still above depreciation, Going forward, we want to be more allowing for growth disciplined with the capex allocation Capex increased significantly over time 318 318 ⅓ Maintenance Disciplined 259 248 capital allocation ⅓ 215 224 Return-focused 199 197 204 Efficiency in
Slide 19: Our evolved operating model strengthens accountability
Our evolved operating model strengthens accountability Increased agility to win market share, faster VALUE CREATION Speed of execution 4 Accelerated Disciplined Accountability & DECISION MAKING Closer to customers 3 profitable growth capital allocation Speed of Execution Commercial, Return-focused E
Slide 20: Operating model
Operating model 20 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 21: Segments
3 Segments 21 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 22: Foodservice Packaging
Foodservice Packaging From paper cups for beverages and containers for food-on-the-go ProDairy to customized solutions for food packaging recyclable single coated paper cups for yogurt & dairy with less than 10% Financial ambitions plastic content across its full product range, it is fully recyclabl
Slide 23: North America
North America Consumer goods packaging, foodservice products, and the Chinet® CHINET® line of premium single-use tableware Retailers and consumers alike have made our Chinet® brand plates, bowls, Financial ambitions cups and napkins America's number one premium single-use tableware 5-6% 11-12% 15-17
Slide 24: Acquisition of Zellwin Farms
Acquisition of Zellwin Farms • Privately-owned manufacturer of molded fiber egg flats and cartons in Q2/2025 Attractive transaction supporting • One factory in Florida, US Huhtamaki’s strategy and growth ambitions • EV USD 18 million • Net sales (2024) USD ~20 million • Value and margin accretive tr
Slide 25: Flexible Packaging
Flexible Packaging State-of-the-art solutions for food, beverage, petfood, blueloop PE health care, personal care, and industrial market segments best-in-class mono-material purity with a wide range of options in both barrier Financial ambitions properties and aesthetics. Designed to support the cir
Slide 26: Leading the change for recyclable flexible packaging
Leading the change for recyclable flexible packaging From To mono-material solutions complex and non-recyclable designed to be recycled Complex Simple Multi-layer Mono-material Non-recyclable Weight reduction e.g., PET /Alu/PE PET/PET Met/PE CO2 reduction Paper/PET Met/PE PET/PE PET/EVOH PE All solu
Slide 27: Fiber Packaging
Fiber Packaging High-quality molded fiber packaging solutions for eggs, fruit and Egg packaging wine globally designed with sustainability, quality, and functionality in mind. Our egg packaging is Financial ambitions made from 100% recovered paper. We have a wide selection of egg cartons with hinged
Slide 28: Financials
4 Financials 28 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 29: Group financials 2015-2024
Group financials 2015-2024 2015 2016 2017 20181 2019 2020 2021 2022 2023 2024 Net sales MEUR 2,726 2,865 2,989 3,104 3,399 3,302 3,575 4,479 4,169 4,126 Comparable growth2 4% 4% 3% 5% 6% -2% 7% 15% -2% -0% Adjusted EBITDA3 MEUR 342 382 390 399 456 473 488 597 590 622 Margin3 12.5% 13.3% 13.0% 12.8%
Slide 30: Segment key figures (1/2)
Segment key figures (1/2) Foodservice Europe-Asia-Oceania Key figures (MEUR) 2017 20181 2019 2020 2021 2022 2023 2024 Long-term ambition Net sales 807.5 881.7 956.7 829.1 941.8 1,110.7 1,037.2 959.6 Comparable growth 4% 4% 4% -10% 11% 18% 2% -5% 4-5% Adjusted EBIT 70.1 77.1 85.7 60.9 77.8 105.7 98.0
Slide 31: Segment key figures (2/2)
Segment key figures (2/2) North America Key figures (MEUR) 2017 20181 2019 2020 2021 2022 2023 2024 Long-term ambition Net sales 1,000.4 1,002.7 1,152.7 1,138.9 1,160.3 1,468.3 1,457.9 1460.1 Comparable growth 2% 5% 9% 1% 6% 14% 2% 0% 5-6% Adjusted EBIT 104.1 73.0 111.4 136.6 139.1 171.6 187.9 203.4
Slide 32: Comparable net sales growth by business segment
Comparable net sales growth by business segment Quarterly Q1 22 Q2 22 Q3 22 Q4 22 Q1 23 Q2 23 Q3 23 Q4 23 Q1 24 Q2 24 Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 Foodservice Packaging 18% 18% 22% 15% 11% 5% -3% -5% -5% -6% -6% -6% -4% -4% 0% North America 24% 14% 10% 10% 2% 1% 1% 4% -3% -2% -2% -2% -3% 3% -3% Fle
Slide 33: Our investments have enabled us to build capabilities and technologies for the future
Our investments have enabled us to build capabilities and technologies for the future Key expansion areas in the next years UAE, Malaysia Ireland Segment Area Foodservice SMF products Short-run Huhtamaki Packaging flexible blueloop North America Paris, Texas folded carton packaging, Eastern Europe P
Slide 34: We will continue our efficient use of capital to create shareholder value
We will continue our efficient use of capital to create shareholder value Sources Uses Profit improvement Capex for organic growth Cash flow Working capital Investments Acquisitions to gain scale and efficiency capabilities Predictable and growing Leverage Net debt / adj. EBITDA Payout dividends - a
Slide 35: We will continue to drive long-term profitable growth
We will continue to drive Long-term long-term profitable growth ambition 10-12% Adj. EBIT margin Key drivers for profitability improvement Adj. EBIT margin 12% Commercial excellence Value add of innovative 11% Upgrading commercial technologies 10.1 % practices and digitalization Margin accretion thr
Slide 36: Free cash flow and change in working capital
Free cash flow and change in working capital MEUR 2019 2020 2021 2022 2023 2024 2025 150 122 128 109 104 100 83 86 71 71 68 74 52 57 54 56 50 43 38 29 28 7 6 0 -7 -18 -20 -23 -25 -50 -46 -54 -100 -150 -200 Q1 2019 Q3 2019 Q1 2020 Q3 2020 Q1 2021 Q3 2021 Q1 2022 Q3 2022 Q1 2023 Q3 2023 Q1 2024 Q3 202
Slide 37: Net debt to adjusted EBITDA at 2.0
Net debt to adjusted EBITDA at 2.0 • Net debt/adj. EBITDA at 2.0 Net debt, net debt/adj. EBITDA and gearing • At the end of Q3 2025: Covenant level 3.75 • Cash and cash equivalents 1,298 1,249 1,255 1,252 EUR 328 million 1,220 1,216 1,219 Ambition 2.1 2.0 2.0 2.0 2.0 2.1 2.0 2–3 • Unused committed c
Slide 38: Loan maturities
Loan maturities • Average maturity 3.6 years at the Debt maturity structure September 30, 2025 end of Q3 2025 (2.3 at the end of (EUR million) Q3 2024) 600 • Refinancing during Q3: 500 • EMTN programme launched in 400 August 300 • EUR 300 million in notes under 200 the EMTN issued in September – 100
Slide 39: 16 years of continuous dividend growth
16 years of continuous dividend growth • 1.2 BEUR paid in dividends (for the years 2008-2023) • 16 consecutive years with increasing dividend 1.05 1.10 0.94 1.00 0.92 0.80 0.84 0.89 • Dividend growth CAGR 8% 0.73 0.56 0.57 0.60 0.66 since 2008 0.44 0.46 0.34 0.38 • EPS growth to allow for continued
Slide 40: Sustainability and role of packaging
Sustainability 5 and role of packaging 40 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 41: Huhtamaki H1 sustainability dashboard
Huhtamaki H1 sustainability dashboard YTD June 2025 Renewable or recycled materials [%] Renewable electricity [%] Non-hazardous waste recycled [%] Occupational Health & Safety 2030 ambition 80 100 90 12-month rolling 12-month rolling 66.6 62.2 85.8 LTIFR TRIR 0 100 0 100 0 100 1,28 2,78 YTD Performa
Slide 42: Our approach to sustainability
Our approach to sustainability Environment Social Governance Approach • Design for circularity • Ensuring good working conditions for our • Ethics and compliance • Climate action employees and workers in the value chain • Global Code of Conduct • Biodiversity • Safe, engaging and inclusive work envi
Slide 43: Our journey is recognized by the ESG ratings agencies
Our journey is recognized by the ESG ratings agencies CDP Ecovadis MSCI Climate (A-) 79 / 100 (2025) A (2024) Water and Forest (B) (2024) Management (B) (2023) 75 / 100 (2024) A (2023) Performance vs. N/A 97th percentile # 6-7 / 10 industry Our strengths • Climate targets • Environmental policy • Co
Slide 44: Only a small share of CO2 emissions of a latte on-the-go
Only a small share of CO2 emissions of a latte on-the-go Energy to make the latte 4% come from the cup, Cup & lid 9% and these can be Coffee production 14% halved by increasing Milk production 73% recycling CO2 of a latte on The CO2 emissions of the go paper cups can be halved by recycling all cups
Slide 45: Other
6 Other 45 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 46: Largest shareholders and split of shareholding
Largest shareholders and split of shareholding Top 10 shareholders – Finnish only Split of shareholding Number of % of total Shareholder Change Change % shares shares 1. Finnish Cultural Foundation 11,319,263 10.50 % 0 0.00 % 2. Varma Mutual Pension Insurance Company 4,571,896 4.24 % -403,824 -8.12
Slide 47: Foreign shareholding
Foreign shareholding 70,000 52% 65,000 50% 60,000 55,000 48% 50,000 45,000 46% 40,000 44% 35,000 30,000 42% 25,000 20,000 40% 01/2018 04/2018 07/2018 10/2018 01/2019 04/2019 07/2019 10/2019 01/2020 04/2020 07/2020 10/2020 01/2021 04/2021 07/2021 10/2021 01/2022 04/2022 07/2022 10/2022 01/2023 04/202
Slide 48: Our Global Executive Team
Our Global Executive Team Ralf K. Wunderlich Fredrik Davidsson Sara Engber Thomas Geust Axel Glade President and CEO President, Foodservice President, Fiber Packaging CFO President, Flexible Packaging Packaging Ann O’Hara Sami Pauni1 Ingolf Thom2 Changsheng Wu President, North America EVP, Sustainab
Slide 49: Board of Directors
Board of Directors Pekka Vauramo Kerttu Tuomas Mercedes Alonso Doug Baillie Robert K. Chairman of the Vice-Chairman Beckler Board IC HR HR AC HR IC Born 1957, Finnish citizen Born 1957, Finnish citizen Born 1966, Spanish and Swiss citizen Born 1955, U.K. citizen Born 1961, U.S. citizen Starting date
Slide 50: CEO variable remuneration earning opportunity and performance measures
CEO variable remuneration earning opportunity and performance measures Short-term incentive plan 2025 (max. 150% of annual base salary) Criteria weighting Adjusted EBIT 50% Criteria Free Cash Flow 20% Global Sustainability and Safety Index 10% Personal targets 20% Long-term incentive plan Maximum ea
Slide 51: Q3 2025 presentation
Q3 2025 7 presentation 51 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 52: Underlying profit improvements offset by adverse currency impact
Underlying profit improvements offset by adverse currency impact Interim Report Q3 2025 Ralf K. Wunderlich President and CEO Thomas Geust CFO November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 53: Underlying profit improvements offset by adverse currency impact
Underlying profit improvements offset by adverse currency impact • Market conditions similar to H1 • Volume growth in two segments • Financial performance negatively impacted by currencies, particularly the weakened USD • Adj. EBIT margin improved to 10.3%, with variations by segment • Notable progr
Slide 54: Actions taken in our focus areas
Actions taken in our focus areas Profitable growth Disciplined capital Accountability and 1 supported by all levers 2 allocation 3 speed of execution Organic growth Capex moderated but still above depreciation Empower segments with clear accountability to • Focused approach to enable our customers a
Slide 55: Business performance
01 Business performance 55 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 56: Q3 net sales weighted by significant currency movements, particularly the weak USD
Q3 net sales weighted on by significant currency movements, particularly the weak USD Development of net sales in Q3 2025 Development of net sales in Q1-Q3 2025 (EUR million) (EUR million) -29 8 0 -66 -17 5 0 -44 3,068 2,980 1,026 971 Q3 2024 Organic Acquisitions Divestments Currency Q3 2025 Q1-Q3 2
Slide 57: Q3 adjusted EBIT impacted by EUR 4 million in negative FX
Q3 adjusted EBIT impacted by EUR 4 million in negative FX MEUR Q3 25 Q3 24 Change Q1-Q3 25 Q1-Q3 24 Change Net sales 970.6 1,026.2 -5 % 2,979.6 3,067.6 -3 % Adjusted EBIT1 100.3 102.4 -2 % 301.8 306.7 -2 % Margin 10.3% 10.0% 10.1% 10.0% Adjusted EPS, EUR2 0.62 0.63 -2 % 1.83 1.80 2% Capital expendit
Slide 58: Foodservice Packaging: Solid margin performance with strong cash flow delivery
Foodservice Packaging: Solid margin performance with strong cash flow delivery Key figures, EUR million Q3 25 Q3 24 Change Net sales (EUR million) Net sales 240.0 246.9 -3% Comparable growth 0% -7 % 241 252 239 247 240 249 234 2024 Adjusted EBIT1 22.1 21.1 5% 2025 Margin 9.2% 8.5% Capital expenditur
Slide 59: North America: Volume growth overshadowed by a weaker dollar
North America: Volume growth overshadowed by a weaker dollar and decreased sales prices Key figures, EUR million Q3 25 Q3 24 Change Net sales (EUR million) Net sales 331.2 359.3 -8% Comparable growth -3% 3% 386 344 346 370 366 359 331 2024 Adjusted EBIT1 34.2 49.7 -31% 2025 Margin 10.3% 13.8% Capita
Slide 60: Flexible Packaging: Mix improvement and turnarounds progressing well
Flexible Packaging: Mix improvement and turnarounds progressing well Key figures, EUR million Q3 25 Q3 24 Change Net sales (EUR million) Net sales 309.8 333.9 -7% Comparable growth -3 % 0% 335 329 326 334 327 311 310 2024 Adjusted EBIT1 31.0 24.3 28% 2025 Margin 10.0% 7.3% Capital expenditure 6.3 12
Slide 61: Fiber Packaging: Sustained growth and margin improvement
Fiber Packaging: Sustained growth and margin improvement through volumes and pricing Key figures, EUR million Q3 25 Q3 24 Change Net sales (EUR million) Net sales 92.4 87.9 5% Comparable growth 9% 8% 96 94 92 99 92 88 85 2024 Adjusted EBIT1 11.6 8.1 43% 2025 Margin 12.6% 9.2% Capital expenditure 14.
Slide 62: Financial review
02 Financial review 62 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 63: Currency impact clearly negative due to weak USD
Currency impact clearly negative due to weak USD Average Average Change in Change in Closing rates rate rate average closing Q1-Q3 24 Q1-Q3 25 rate Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 rate (YoY) Foreign currency USD 1.09 1.12 -3 % 1.12 1.04 1.08 1.17 1.17 -5% translation impact INR 90.66 96.65 -7 % 93.38
Slide 64: Profitability improved in a challenging market
Profitability improved in a challenging market EUR million Q3 25 Q3 24 Change Q1-Q3 25 Q1-Q3 24 Change • Comparable sales impacted by negative currency movements Net sales 970.6 1,026.2 -5 % 2,979.6 3,067.6 -3 % Adjusted EBITDA 1 151.7 153.1 -1 % 458.2 458.5 0% • Improved EBIT and EBITDA Margin 1 15
Slide 65: Capex decreased in line with our focus on disciplined capital allocation
Capex decreased in line with our focus on disciplined capital allocation Free cash flow decreased YTD but Free cash flow bridge Q1-Q3 2025 increased in Q3 (EUR million) • YTD higher reported EBITDA and decreased capex 471 444 • Negative impact form increase in working capital Capital expenditure was
Slide 66: Net debt to adjusted EBITDA at 2.0
Net debt to adjusted EBITDA at 2.0 • Net debt/adj. EBITDA at 2.0 Net debt, net debt/adj. EBITDA and gearing • At the end of Q3 2025: Covenant level 3.75 • Cash and cash equivalents 1,298 EUR 328 million 1,249 1,255 1,252 1,220 1,216 1,219 • Unused committed credit Ambition 2.1 2.1 facilities availab
Slide 67: Loan maturities
Loan maturities Debt maturity structure September 30, 2025 • Average maturity 3.6 years at the end (EUR million) of Q3 2025 (2.3 at the end of Q3 2024) 600 • EMTN programme launched in August 500 • Refinancing in 2025: 400 • In June, signed a EUR 150 million freely transferable loan agreement 300 (S
Slide 68: Stable financial position
Stable financial position EUR million Sep 2025 Sep 2024 • Working capital increased vs Total assets 4,629 4,824 year-end, impacted mainly by increased operating working Working capital 656 589 capital Net debt 1,219 1,220 • Equity impacted by MEUR 232 of Equity & non-controlling interest 1,886 1,952
Slide 69: Progress towards long-term financial ambitions
Progress towards long-term financial ambitions Long-term 2018 2019 2020 2021 2022 2023 2024 Q1-Q3 25 ambition Comparable net sales growth 5% 6% -2 % 7% 15 % -2 % 0% -1% 5-6% Adjusted EBIT margin 8.1% 8.6% 9.1% 8.8% 8.8% 9.4% 10.1% 10.1% 10-12% Adj. ROI 11.6% 12.3% 11.7% 11.3% 11.0% 11.2% 12.1% 11.9%
Slide 70: Looking forward
03 Looking forward 70 October 23, 2025 Interim Report Q3 2025
Slide 71: Outlook for 2025 and short-term risks and uncertainties
Outlook for 2025 and short-term risks and uncertainties Outlook for 2025 (unchanged) Short-term risks and uncertainties The Group’s trading conditions are expected to Decline in consumer demand, inflation in key cost remain relatively stable during 2025. The good items (including raw materials, labo
Slide 72: Upcoming events
February 13, 2026 Upcoming Results 2025 events Week commencing March 2 Annual report 2025 72 November-December 2025 OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025
Slide 73: Disclaimer
Disclaimer Information presented herein contains, or may be deemed to contain, forward-looking statements. These statements relate to future events or Huhtamäki Oyj’s or its affiliates’ (“Huhtamaki”) future financial performance, including, but not limited to, strategic plans, potential growth, expe
Slide 74: Thank you.
Thank you. Contact us at ir@huhtamaki.com OVERVIEW | STRATEGY | SEGMENTS | FINANCIALS | SUSTAINABILITY | OTHER | Q3 2025