Coloplast A/s Class B · OMXCOP:COLO_B
Coloplast A/s Class B — Investor Day (September 2025)
118 slides from Coloplast A/s Class B's investor day presentation, Sep 2, 2025
Slide 1: Capital Markets Day 2025
Capital Markets Day 2025 2 September 2025 Lucie | User, Ostomy Care
Slide 2: Table of contents
Table of contents: 01. Group Strategy (p. 4) 06. Global Operations (p. 68) 02. Group Financials (p. 25) 07. People and Culture (p. 77) 03. Chronic Care (p. 40) 08. Wound & Tissue Repair (p. 84) 04. US Chronic Care (p. 53) 09. Interventional Urology (p. 104) 05. Emerging Markets Chronic Care (p. 61)
Slide 3: Today's agenda
Today’s agenda Time Session Speaker Lars Rasmussen, Interim President and CEO 10.30 - 12.30 Plenary session Anders Lonning-Skovgaard, Executive Vice President, CFO Caroline Vagner Rosenstand, Executive Vice President, Chronic Care Commercial 12.30 - 13.00 Lunch break 13.00 – 13.50 Breakout session 1
Slide 4: Group Strategy
Group Strategy Lars Rasmussen Interim CEO and President Carina | User, Bowel Care
Slide 5: What we would like to share with you today
What we would like to share with you today 1 2 3 Success rooted in Current performance New strategy to drive a strong mission and challenges are being an acceleration in a robust foundation addressed value creation • Significant value creation • A larger company in a • A new 5-year strategy, over mu
Slide 6: Our mission: Making life easier for people with intimate healthcare needs
Our mission: Making life easier for people with intimate healthcare needs A nearly 70-years old legacy, rooted in: • Delivering high quality products and services • Continuously innovating with customers in mind • A purpose-driven organisation Pete | User, Continence Care
Slide 7: Business model centred around customers, with innovative products and strong service offering
Business model centred around customers, with innovative products and a strong service offering at the core Key services and Direct businesses Interventional Urology Implants, slings, surgical tools Ostomy Care Voice and Respiratory Care Ostomy bags and supporting products Voice prostheses, HMEs, tu
Slide 8: A strong track record of attractive financial performance and value creation
A strong track record of delivering attractive financial performance and value creation rooted in mission and robust business model Reported revenue, bnDKK Organic growth, % EBIT margin*, % Growth in abs. EBIT*, % % bnDKK 50 30 25 30 27-28% 20 20 15% 15 10 13% ~7% 10 6% 0 5 -10 0 98/99 07/08 17/18 2
Slide 9: Our company and external environment have become more complex
Our company Our company and external 2020: 2025: environment have • Mostly an organic growth story • Two new businesses added through M&A • One coherent culture • Several cultures, all purpose-driven both become more • US and China as key markets • US more important than ever complex; we must • Focu
Slide 10: Innovation and M&A from Strive25 delivered; some areas did not meet expectations
Innovation and M&A from Strive25 delivered and are key building blocks into next strategy, but some areas did not meet expectations Strive25 financial guidance Continence Care Voice and Ostomy Care Respiratory Care Interventional Urology Advanced Wound Care 8-10% >30% organic growth p.a.* EBIT margi
Slide 11: Current challenges addressed by actions to improve performance
Current challenges addressed by actions focused on improving performance and reallocating resources to enhance profitability Revenue Profitability • Action plan to improve performance in Interventional • Skin Care divestment and profitability improvement Urology and Advanced Wound Dressings program
Slide 12: Introducing the new Coloplast strategy
Introducing the new Coloplast strategy 12
Slide 13: Attractive marketplace valued at 110+ bn DKK
We operate in an attractive marketplace valued at 110+ bn DKK, with strong positions in the chronic segments Market size in bnDKK and market position: Lary: #1 AWD: #5 #1 #1 Trach: #4 Biologics: #5 #4 18-20 110+ 44-48 6-8 18-19 23-24 Ostomy Care Continence Care Voice and Advanced Wound Interventiona
Slide 14: Market characterised by stable fundamentals and structural growth
The market we compete in is characterised by stable fundamentals and structural growth Market drivers: 01. 01. Demographics Healthcare reforms 02. 02. Emerging markets Surgical and medical trends Market growth: 4-5% 14 Flemming | User, Continence Care
Slide 15: New structure with two Business Units: Chronic Care and Acute Care
We are introducing a new structure with two Business Units: Chronic Care and Acute Care Business Chronic Care Acute Care Units (~75% of revenues): (~25% of revenues): Ostomy Care Wound and Tissue Repair Business Areas Continence Care Interventional Urology Voice and Respiratory Care • Users with chr
Slide 16: New Executive Leadership Team to drive execution of Impact4
As a result of the new structure, we have introduced a new Executive Leadership Team to drive the execution of Impact4 Lars Rasmussen Anders Lonning-Skovgaard Dorthe Rønnau Allan Rasmussen Interim President and CEO EVP, CFO EVP, People & Culture EVP, Operations Since 2025 With Coloplast since 2006 W
Slide 17: With Impact4, we put customers at the centre
With Impact4, we put customers at the centre, aiming to help 4 million people long-term Dorte | User, Continence Care
Slide 18: Impact4 focuses on strategic priorities
Impact4 focuses on 4 strategic priorities that are essential for our success and value creation ambition 1 2 Set the standard of care and drive strong Increase efficiency and reduce complexity to customer centricity, win customers over with drive value by getting more out of what we have Grow throug
Slide 19: Grow through innovative customer offerings
Grow through innovative customer offerings Step up innovation in products and services to become the most customer-centric company in our categories Chronic Care: Solidify our market leading position by providing: • Superior product offerings with SenSura® Mio, Luja and Provox® Life • Next level of
Slide 20: Unlock next level efficiency gains
Unlock next level efficiency gains A paradigm shift in ways of working to enhance scalability and efficiency across the company Drive efficiency in Global Operations to offset external headwinds and deliver gross margin accretion Reduce complexity through portfolio simplification Finalise integratio
Slide 21: Embrace technology to elevate user experience and scale
Embrace technology to elevate user experience and scale Step up technology investments to enable a best-in-class customer experience at scale Utilise technology including AI to enhance customer experience Utilise technology including AI to drive efficiency improvements across the business Dedicated
Slide 22: Cultivate a winning and sustainable company
Cultivate a winning and sustainable company Enable strategy execution by shifting our company towards a faster and even more customer-centric organisation Introduction of a new Coloplast leadership program, nurturing a high-performing and customer-centric culture in a large company Develop leadershi
Slide 23: Accelerate shareholder value creation during Impact4
During Impact4, we aim to accelerate shareholder value creation • Innovation and M&A executed in Strive25, combined with actions to address current performance, provide a solid foundation for the new strategic period • New Business Unit structure and new ELT to enable successful execution of the new
Slide 24: 2030 financial ambition
Value creation during Impact4 will be measured through revenue and EBIT growth, as well as ROIC improvement 2030 Financial ambition: 1 2 Absolute EBIT Organic revenue growth1 in line with or growth of 7-8% above revenue growth (5-year CAGR) over the period 3 Return on Invested Capital of more than 2
Slide 25: Group Financials
Group Financials Anders Lonning-Skovgaard CFO and EVP Christopher | User, Ostomy Care
Slide 26: 9M 2024/25 organic growth of 7% and 27% EBIT margin
9M 2024/25 organic growth of 7% and 27% EBIT margin*. FY 2024/25 expectations confirmed 9M 2024/25 FY 2024/25 Organic revenue 7% Around 7% growth Reported 4% 3-4% revenue growth Reported EBIT 27% 27-28% margin* *before special items Page 26 26
Slide 27: Performance during Strive25 impacted by external environment
Performance during Strive25 impacted by external environment and recent operational challenges Organic revenue growth EBIT margin before special items Reported revenue, mDKK Organic revenue growth, % Reported EBIT, mDKK Growth in abs. EBIT*, % EBIT margin*, % 8% 8% 33% 7% ~7% 31% 28% 27% 27-28% 6% 2
Slide 28: New financial ambition links to shareholder value creation
Our new financial ambition provides a direct link to shareholder value creation Value creation framework 2030 Financial ambition: 1 2 Shareholder value Absolute EBIT Organic revenue growth1 in line with or growth of 7-8% above revenue growth Economic profit (5-year CAGR) over the period (ROIC) 3 Rev
Slide 29: Stable underlying market drivers expected to continue
Stable underlying market drivers expected to continue in the next strategic period, with changes to pricing impact and China outlook Market drivers Coloplast dynamics + Demographics + Improving healthcare standards in EMs + Improving treatment compliance Market share gains Volume ÷ Surgical/medical
Slide 30: All segments expected to contribute to growth in Impact4
All segments are expected to contribute to growth in the Impact4 period, with Chronic Care as the largest contributor Illustrative growth contribution during Impact4 Chronic Care: Absolute revenue growth contribution until FY 2029/30 in bnDKK • Growth above the market in Ostomy and Continence Care o
Slide 31: Leveraged P&L resulting in attractive growth in absolute EBIT
A leveraged P&L for the company with contribution across segments during Impact4, resulting in attractive growth in abs. EBIT Illustrative development in absolute EBIT during Impact4 Gross margin: Absolute EBIT contribution until FY 2029/30 in bnDKK • Gross margin accretion from Kerecis and Atos Med
Slide 32: Dynamic resource-allocation to fuel high-potential areas
We pursue dynamic resource-allocation to fuel high-potential areas by moving resources away from low-performance segments Investments made during Strive25: Fuelling investments during Impact4 through dynamic resource allocation: From low-profitability and low- To high-potential and high- Innovation
Slide 33: Investments in technology and AI to support efficiency
Investments in technology and AI to support company-wide efficiency enhancement during Impact4 Advance user Enhance and scale one Enable Global experience enterprise foundation Operations transformation Accelerate automation and AI to One IT infrastructure, one CRM Increase efficiency and enhance en
Slide 34: Expected improvements in NWC and Capex-to-sales; stable tax rate
Expected improvements in NWC- and Capex-to-sales over the period; tax rate to remain stable at around 22% Taxation YTD 24/25 effective tax rate Net working capital CAPEX1 Extraordinary tax rate affected by Kerecis IP transfer Net working capital, % of revenue CAPEX DKKm Ordinary tax rate Depreciatio
Slide 35: Focus on improving FCF-to-sales and ROIC
Strong focus on improving both FCF-to-sales and ROIC during the Impact4 period Adj. Free Cash Flow, mDKK • FCF and ROIC development in the Strive25 period 93 has been impacted by: 77 84 81 83 4,547 o Lower EBIT 4,016 3,749 3,930 3,327 Ambition: o Higher net working capital (NWC) FCF-to-Sales Above 2
Slide 36: Attractive cash returns through stable dividend payout
We will continue to provide attractive cash returns through stable dividend payout Coloplast cash distribution to investors Capital allocation considerations: Dividends paid out in the year (DKKm)1 Share buy-back Pay-out ratio (%)2 • Dividend payout: continue to return 99 excess cash to shareholders
Slide 37: Focus on key sustainability and social metrics
In addition to our financial ambition, we will continue to focus on key sustainability and social metrics Reduce our environmental impact: Benefit society and our employees: Emissions reduction Positively impact people Scope 1+2 • 90% emission reduction by 2029/30 Users and • Reimbursement improveme
Slide 38: Environment complex; internal and external risks monitored
Our environment continues to be complex; internal and external risks are monitored closely Internal factors External factors Stable quality, supply and Geopolitical impact on supply distribution of products chains, tariffs and data handling Contribution from Reimbursement reforms and price launches
Slide 39: Attractive value creation over the Impact4 period
In summary, we can deliver attractive value creation over the Impact4 period 2030 Financial ambition: 1 2 Absolute EBIT Organic revenue growth1 in line with or growth of 7-8% above revenue growth (5-year CAGR) over the period 3 Return on Invested Capital of more than 20% in FY 2029/302 1. In constan
Slide 40: Chronic Care
Grow through innovative customer offerings Chronic Care Caroline Vagner Rosenstand EVP, Chronic Care Commercial Pete | User, Continence Care
Slide 41: Introducing Chronic Care business unit
Introducing Chronic Care – our new Business Unit that plays to our strengths across the chronic space Characteristics of the chronic business areas Stable flow of loyal Market leaders in a Solid reimbursement users with similar stable competitive levels, with risk of pathways and lifecycle environme
Slide 42: Chronic Care: Five strong business areas with market leading positions
Chronic Care: Five strong business areas with market leading positions Ostomy Care Continence Care Bowel Care Laryngectomy Care Tracheostomy Care Share of group ~35% ~29% ~3% ~5% ~3% revenue Market #1 #1 #1 #1 #4 position Includes Intermittent Catheters and Collecting Devices 42
Slide 43: Solidifying our market leading position
Our ambition: Solidifying our market leading position by providing the best customer experience and being the partner of choice for our users, HCPs and payors Meeting needs, changing lives by: Offering superior products with innovation leadership backed by clinical evidence Providing industry-leadin
Slide 44: Maturity-based approach tailored to each business area and region
Succeeding in our chronic categories requires a maturity-based approach tailored to each business area and region Based on BA and regional maturity we will expand through… Establishing Penetrating and Driving adherence Expand and upgrade 1 2 3 4 reimbursement expanding the market to treatment throug
Slide 45: Ostomy Care strategy unfolded
Grow through innovative customer offerings | Ostomy Care strategy unfolded In Ostomy Care, we will further strengthen our leadership 35-40% position with the market’s most comprehensive portfolio Market share 23-24 The OC market continues to offer Driving share growth and superior bnDKK Market attra
Slide 46: Intermittent Catheters strategy unfolded
Grow through innovative customer offerings | Intermittent Catheters strategy unfolded In Intermittent Catheters, we will raise the bar and create a new 40-45% standard of care with Luja Market share 13-14 Lower treatment penetration in the Luja as the new standard – driving bnDKK Market IC market su
Slide 47: Bowel Care strategy unfolded
Grow through innovative customer offerings | Bowel Care strategy unfolded In Bowel Care, we’re shaping the future, doubling our reach as ~70% we redefine our market leadership Market share 1+ bnDKK Market The BC market is vastly under- Developing the market through our penetrated and holds great pot
Slide 48: Laryngectomy Care strategy unfolded
Grow through innovative customer offerings | Laryngectomy Care strategy unfolded In Laryngectomy, we are the undisputed leader and will utilize 85% our strong foundation to accelerate market penetration Market share 1.5-2 Significant untapped potential in the Accelerating our reach from a bnDKK Mark
Slide 49: Tracheostomy Care strategy unfolded
Grow through innovative customer offerings | Tracheostomy Care strategy unfolded In Tracheostomy, we will set the clinical standard and become ~10% the preferred partner through our end-to-end care offering Market share 4-6 Attractive growth opportunities in Transforming care and driving share bnDKK
Slide 50: Significant number of product launches during Impact4
A significant number of product launches during the Impact4 period, building on the strength of existing technologies 23/24 24/25 Impact4 strategic period (development and launch preparation) Ostomy Care Continence Care Bowel Care Laryngectomy Care Tracheostomy Care Simultaneously, continue developi
Slide 51: Partner of choice through industry leading services
Deliver Superior Customer Offerings and Growth | Chronic Care strategy unfolded We want to be the partner of choice by offering industry leading services and providing the best customer experience Trusted partner for our users Preferred by Professionals Support users at every step of their journey S
Slide 52: Attractive growth opportunities across all business areas
Attractive growth opportunities across all BAs – Impact4 will unlock them and further solidify our market leadership position 2030 impact • Organic revenue growth above the market across business areas over the period • Profitability improvement over the period 1 2 3 4 5 Ostomy Care: Intermittent Ca
Slide 53: US Chronic Care
Grow through innovative customer offerings US Chronic Care Mike DelVacchio, SVP, North America Chronic Care US Chronic Care covers Ostomy Care and Continence Care Chris | User, Ostomy Care
Slide 54: US largest opportunity for market share gains in Chronic Care
The US remains the largest opportunity for Coloplast to drive market share gains in Chronic Care US Chronic Care business overview: By business area: Organic revenue growth vs. market growth (%) >10% of Coloplast Ostomy Care Continence Care group revenue Market growth Organic growth 24/25F Ostomy Ma
Slide 55: Changes on coding and reimbursement expected in the US
Significant changes on coding and reimbursement for Chronic Care are expected in the US short-term Coding reform Reimbursement changes Intermittent Catheters Bowel Care Chronic Care Coding reform Reimbursement opening Competitive Bidding Program • Introduces three new codes dedicated to • Introducti
Slide 56: US Chronic Care strategy unfolded
Grow through innovative customer offerings | US Chronic Care strategy unfolded 2030 impact • High-single digit organic revenue growth over the period • Profitability improvement over the period 1 2 3 4 Capitalise on market Efficiently scale our Win in the Ostomy Expand Bowel Care opportunities and d
Slide 57: Product launches and execution focus for share gains in Ostomy Care
Product launches and stronger focus on execution position us well for continued share gains in Ostomy Care Continue to increase market share across channels through: Continued share gains in the acute channel Bags and plates acute share +6%-pts Innovation Expand penetration with new SenSura® Mio 2-p
Slide 58: Opportunity to upgrade Intermittent Catheter market to HCIC
In Intermittent Catheters, we have a significant opportunity to continue upgrading the market to HCIC Capitalise on Luja launches following a strong launch start Hydrophilic catheters as share of Coloplast sales Luja male and female, cumulative sales, mDKK Sales Forecast +2x ~75% ~36% 14/15 23/24 Q2
Slide 59: Enhancing service experience while optimising operations
Enhancing service experience to best-in-class for both HCPs and Consumers, while optimising operations Coloplast offers comprehensive services for both patients and HCPs: Offer best-in-class experience for users across the ecosystem (Coloplast Care, DtC and Comfort Medical) Helle | Coloplast employe
Slide 60: Strongest product offering enables US growth acceleration
Strongest product offering to date and enhancing service experience will enable the US to accelerate growth in the Impact4 period 2030 impact • High-single digit organic revenue growth over the period • Profitability improvement over the period 1 2 3 4 Capitalise on market Efficiently scale our Win
Slide 61: Emerging Markets Chronic Care
Grow through innovative customer offerings Emerging Markets Chronic Care Thomas Bruhn SVP, Emerging Markets Chronic Care Emerging Markets Chronic Care covers Ostomy Care and Continence Care Joao | User, Ostomy Care
Slide 62: Emerging Markets ex. Asia fastest growing region in Chronic Care
Emerging Markets ex. Asia is the fastest growing region in Chronic Care, operating in a complex external environment EM region ex. Asia covers a broad portfolio of markets The region delivers strong growth with a healthy profitability level Emerging markets region (ex. Asia) Revenue DKK, FY 23/24 ~2
Slide 63: Customer centricity sets direction for profitable growth
Customer centricity sets the direction for profitable growth, ensuring success through portfolio excellence and market development Customer centricity drives decision makings Profitability Portfolio & Pipeline Market development Portfolio excellence Build market access Accelerating margin and Innova
Slide 64: Emerging Markets Chronic Care strategy unfolded
Grow through innovative customer offerings | Emerging Markets Chronic Care strategy unfolded 2030 impact • Double-digit organic revenue growth over the period • Profitability improvement over the period 1 2 3 4 Continue market Expand direct Improve the access and Venture presence and deliver standar
Slide 65: Ostomy Care: Improving the standard of care
Ostomy Care: Improving the standard of care through portfolio optimisation and education Market dynamics: Our focus areas: + Fastest growing region, above global market 1 2 3 growth + Increasing awareness and diagnosis + Growing elderly population Portfolio Maximize Increase on ÷ Bag usage lower tha
Slide 66: Continence Care: establishing HCIC as standard of care
Continence Care: Striving for continuous improvement by establishing HCIC as the standard of care and expanding value pools Market dynamics: Our focus areas: + Fastest growing business area in region 1 2 3 Emerging Markets + Strong Coloplast position in HCIC + Growing market expansion and increasing
Slide 67: Continue to improve the standard of care during Impact4
Building on our market leading position in EM, we will continue to improve the standard of care for users during Impact4 2030 impact • Double-digit organic revenue growth over the period • Profitability improvement over the period 1 2 3 4 Continue market Expand direct Improve the access and Venture
Slide 68: Global Operations
Unlock next level efficiency gains Global Operations Allan Rasmussen EVP, Global Operations
Slide 69: Global Operations Plans have created significant value
Several Global Operations Plans executed over the years have created significant value, but recent plans faced external challenges 2025 GOP7 (Impact4) 2023 Unlock next level GOP6 performance 2020 Fit for the Future 2017 GOP5 Step change GOP4 2012 Lean and continuous GOP2 and GOP3 2009 improvements O
Slide 70: GOP6 well on track
GOP6 is overall well on track, providing support to our growth agenda and driving continued efficiency improvements Optimize Drive efficiencies footprint in procurement Support Build supply Integrate Drive efficiency growth chain resilience Atos Medical improvements Support Standardise & digitalise
Slide 71: Strong Quality Management System; recalls on par
A strong Quality Management System in place; number of recalls on par with previous periods, but more significant financial impact Coloplast’s Quality Management Consistently low complaint levels and Number of product recalls* this year System (QMS) strong external audit results on par with previous
Slide 72: Portugal site gives sufficient capacity until at least 2030
With the manufacturing site in Portugal, we will have sufficient capacity to meet demand and support growth until at least 2030 Production volumes today* Production volume in 2030* Hungary: 70-75% Hungary: 60-65% Portugal: 5-10% China: ~10% China: 5-10% Costa Rica: 15-20% Costa Rica: 20-25% *Excludi
Slide 73: External headwinds and strategic decisions impact cost base
External headwinds and internal strategic decisions impact our cost base, operating model evolving to adapt to the new environment External headwinds Building resilience Growth 1. Input prices stabilised at higher level 1. Production diversification, new sites in Costa 1. Volume growth addressed wit
Slide 74: Global Operations strategy unfolded
Unlock next level efficiency gains | Global Operations strategy unfolded 2030 impact • Gross Margin accretive • CAPEX reduction • Inventory reduction Key initiatives in GOP7 (Impact4) 1 2 3 Throughput New Address direct increase digital wave spend 4 5 6 Integrate Optimise Support commercial Atos Med
Slide 75: New initiatives support financial ambition and offset cost headwinds
The new initiatives will support our financial ambition and enable savings to offset cost headwinds in the strategy period Key initiatives Throughput increase New digital wave Address direct spend in GOP7 • Increased investments in technology and digital • More output from production • Largest cost
Slide 76: Efficiency to drive Gross Margin accretion
Efficiency to drive Gross Margin accretion, while CAPEX and inventory reduction will support cash flow development 2030 impact • Gross Margin accretive • CAPEX reduction • Inventory reduction 1 2 3 Throughput New Address direct increase digital wave spend 4 5 6 Integrate Optimise Support commercial
Slide 77: People and Culture
Cultivate a winning and sustainable company People and Culture Dorthe Rønnau EVP, People & Culture
Slide 78: 90% of strategy is execution, and 90% of execution is people
Cultivate a winning and sustainable company | People and Culture 90% of strategy is execution, and 90% of execution is people
Slide 79: Coloplast becoming a bigger and evolving company
Initiatives during Strive25 have resulted in Coloplast becoming a bigger and evolving company, built upon a strong foundation 2020 Today Future Chronic Care, Wound and Skin Care Chronic Care, Voice & Respiratory Care, • New focused business units: and Interventional Urology Advanced Wound Dressings,
Slide 80: Strengths and challenges in cultural and organizational change
With a strong foundation to rely upon, we are well-equipped to embrace new cultural and organizational challenges Strengths to build upon: Challenges to overcome: + Continued growth with potential for more ÷ Simplify our complex organizational structure + A purpose-driven organisation ÷ Define new o
Slide 81: Introducing NEXT COLOPLAST
Cultivate a winning and sustainable company | People and Culture strategy unfolded Introducing NEXT COLOPLAST, a priority across the business to deliver on Impact4 1 2 3 4 A high-performing, Impactful Aligned customer-centric Talent for the future leadership structures culture 81 Benjamin | Coloplas
Slide 82: Engagement and leadership key to building a winning company
We challenge ourselves to continuously improve; cultivating engagement and leadership are key to building a winning company. We become the Next Coloplast by: Purpose & Values Leadership Talent Structure Bringing our Developing Maturing our Clarifying and purpose and values Coloplast approach to alig
Slide 83: Investing in leadership and culture
By investing in leadership and culture, we will enable exceptional customer outcomes and innovation for the long-term 2030 impact • Employee Engagement score in the top quartile of our industry • Diversity in leadership of 40%+ 1 2 3 3 A high-performing, IMPACTful Aligned customer-centric Talent for
Slide 84: Wound & Tissue Repair
Grow through innovative Grow through innovative customer offerings customer offerings Wound & Tissue Repair& Tissue Wound Repair Fertram Sigurjonsson EVP, Wound & Tissue Repair Fertram Sigurjonsson Executive Vice President
Slide 85: Combining Kerecis and Advanced Wound Dressings
Combining Kerecis and Advanced Wound Dressings holds tremendous potential 1 2 3 Set a new clinical Build on the Kerecis A strong global paradigm in Wound innovation engine brand and setup & Tissue Repair 85 Confidential
Slide 86: Wound & Tissue Repair strategy unfolded
Grow through innovative customer offerings | Wound & Tissue Repair strategy unfolded 2030 impact • Around double-digit organic revenue growth over the period • Profitability improvement over the period 1 2 3 4 Continue Build our US Expand globally Invest in combination innovating in existing market
Slide 87: Kerecis US footprint with AWD global infrastructure
Kerecis strong US footprint in combination with AWD global infrastructure forms Wound & Tissue Repair growth foundation Kerecis revenue split Advanced Wound Dressings Combined Wound & Tissue Expected Wound & Tissue Repair revenue split by by geography revenue split Repair revenue split geography by
Slide 88: Fish skin – clinically differentiated technology
Fish skin – biological advantage resulting in a clinically differentiated and unique technology for healing of severe wounds Kerecis fish skin – gently processed, preserving natural structure… …and backed by compelling clinical evidence: Fish Skin for Human Skin* Key findings from recent studies: •
Slide 89: Wide range of products to treat variety of wounds
We have a wide range of products to treat a variety of wounds and tissue injury A broad selection of wound dressings… ...and Kerecis biologics & AI Biatain® Silicone Fit Biatain® Silicone Biatain® Silicone Lite Biatain® Silicone Ag Biatain® Fiber Biatain® Fiber AG Biatain® Biatain® Biatain® Biatain®
Slide 90: Combining Coloplast heritage with Kerecis fish-skin technology
Combining Coloplast’s technological heritage with the Kerecis fish-skin technology 90
Slide 91: Kerecis Status and Strategy
Grow through innovative customer offerings Kerecis Status and Strategy Fertram Sigurjonsson EVP, Wound & Tissue Repair 91
Slide 92: Kerecis delivering in line with acquisition case
Kerecis is delivering in line with the acquisition case, despite slower growth in the recent quarter Kerecis revenue growth and profitability Growth: Our ambition is to become a Reported growth • Solid momentum in the in-patient bigger player in the attractive By care setting: 1 setting US biologics
Slide 93: Innovation at the core with strong pipeline
Innovation is at the core of our success, with >30% of 2025 revenue from launches in last 18 months and a strong pipeline beyond Segments currently … are being strengthen further via continuous product development addressed… Beyond 2025 2025 Launched Launched Launched Launched Private office and HOP
Slide 94: Expanding US sales footprint through territory review
We will continue to expand our sales footprint in the US by systematically reviewing territories and finding new opportunities We are building out our footprint across the US from ~250 …to be addressed by: territories to 350+ territories by systematically reviewing territory performance and potentia
Slide 95: Expanding sales through deeper account penetration
At the same time, significant opportunities remain to expand our sales footprint through deeper account penetration Significant potential in deeper penetration of portfolio of existing …to be addressed by: accounts… Est. account potential • Evolving sales setup and competencies to increase account p
Slide 96: Out-patient changes proposed for January 2026
Changes in the out-patient setting proposed to come into effect in January 2026, a long-term positive for the market and Kerecis US Market Access landscape1 Expected changes in the out-patient setting: Coverage (i.e. LCD) 1. Coverage (LCD) relating to which product are covered • Requirement for esta
Slide 97: Advanced Wound Dressings
Grow through innovative customer offerings Advanced Wound Dressings Dr. Bernd Greiner SVP, Advanced Wound Dressings Siegrid | User, Advanced Wound Dressings 9
Slide 98: Preparing for profitable growth while overcoming China challenges
Preparing for future profitable growth, while overcoming recent short-term challenges in China Growing above the market in recent years, but currently facing headwinds in China Short-term performance challenged, but parts of Organic growth, % the business performing well: 8% 6% + Continued market sh
Slide 99: Strong portfolio and product launches enable share gains
A strong portfolio and recent product launches will enable further share gains Our Advanced Wound Dressings portfolio: Latest launch: Future opportunities: Biatain Silicone Biatain Fiber Biatain Superabsorber Combination Products with our unique 3DFit with our unique HexaLock for management of high
Slide 100: Core geographies such as Germany to drive impact
Core geographies, such as Germany, to drive significant impact on both topline and profitability in the next strategic period Regional share of revenue, FY 2023/241 Succeed in Core Geographies Emerging Markets Build on our strength in Europe Europe Other Execute on opportunities Developed in Rest of
Slide 101: Relevance and Closing
Grow through innovative Grow through innovative customer offerings customer offerings Relevance and Closing& Tissue Wound Repair Fertram Sigurjonsson EVP, Wound & Tissue Repair Fertram Sigurjonsson Executive Vice President
Slide 102: Strong portfolio and pipeline in attractive Wound Care market
A strong product portfolio and even stronger pipeline will enable WTR to become a bigger player in the attractive Wound Care market An attractive and growing market… …being addressed with innovative technologies… …and a strong pipeline Market size in bnDKK Product Advanced development and Biologics
Slide 103: Creating an innovation leader in Wound & Tissue Repair
We are creating an innovation leader in Wound & Tissue Repair which will be a strong contributor to the group during Impact4 2030 impact • Around double-digit organic revenue growth over the period • Profitability improvement over the period 1 2 3 4 Continue Build our US Expand globally Invest in co
Slide 104: Interventional Urology
Grow through innovative customer offerings Interventional Urology Thomas NP Johns EVP, Interventional Urology Brian | User, Interventional Urology
Slide 105: Interventional Urology organised into three business areas
Interventional Urology is organised into three business areas, helping patients with urological conditions Interventional Urology at a glance Men’s Health mDKK, FY 23/24 10% Treatment of: Solutions: Portfolio of products for male of Coloplast sales Erectile dysfunction reconstructive surgery, includ
Slide 106: Momentum in Men's Health, recovery actions underway
Strong momentum in Men’s Health, back to growth in Women’s Health and recovery actions underway for Kidney & Bladder Health Performance over the last 2 years has been challenged… …but we have good momentum in the US, driven by Men’s Organic growth, % Health, and a strong recovery plan is in place fo
Slide 107: Interventional urology market attractive and poised for growth
The interventional urology market remains highly attractive and poised for long-term growth Addressable market: Market dynamics: Strategic opportunities: Current Future • High number of patients with addressable market addressable market unmet needs (incl. OAB) Male Stress Urinary • Continued favora
Slide 108: Interventional Urology strategy unfolded
Grow through innovative customer offering | Interventional Urology strategy unfolded 2030 impact • Mid-single to high-single digit organic revenue growth, pick up over the period • Profitability improvement over the period 1 2 3 Develop the Improve market, innovate Transform profitability and expand
Slide 109: Men's Health: market development and innovation
Men’s Health: Market development and innovation offer significant opportunity for continued growth Our focus areas: 1 2 3 Broaden ED Drive Expand patient funnel organic portfolio through Coloplast innovation through Guided Support bolt-on acquisitions Tony User, Interventional Urology 109
Slide 110: Projects to drive value in penile prosthesis market
Coloplast is actively engaged in projects to drive long-term value in the penile prosthesis market Patients seek: Physicians seek: Significant opportunity to help more men with ED: • A more natural flaccid state • Streamlined patient access without compromising the Winning with our portfolio: ED Pre
Slide 111: Transform Women's Health with launch of Intibia
Women’s Health: We will transform Women’s Health with the launch of Intibia * Our focus areas: 1 2 3 Marion User, Interventional Urology Successfully Continue to Explore alternative commercialize innovate on SUI Intibia the Intibia opportunities platform 111 * Intibia is currently an investigational
Slide 112: ITNS positioned as new alternative for OAB treatment
Most chronic OAB patients are treated with BOTOX or SNS today; ITNS is positioned as a new, innovative alternative BOTOX PTNS ITNS SNS Market Share ~60% ~10% ~1% ~30% (% U.S. patients treated) o More invasive, Level of o Minimally invasive o Minimally invasive, o Minimally invasive o 2-step procedur
Slide 113: Intibia to provide 3rd line treatment to more patients
Intibia * will provide 3rd line treatment to more patients with a minimally invasive therapy The US market OAB Prevalence 40M Managed patients 9.1M Refractory Patients 7.3M Intibia* offers underserved patients a 3.8M less invasive solution, Failed Conservative not requiring multiple Annual 161K Pati
Slide 114: Intibia system and pivotal study
Intibia Implantable Tibial Nerve Stimulator System* A miniaturized programmable pulse generator with an integrated lead The Intibia Pivotal Study 1 : Minimally invasive, single outpatient procedure • Gold standard study design: prospective, randomized, sham-controlled, double-blind, multi-center Lon
Slide 115: PMA submission, CPT code and launch planning
Focused on submitting PMA, monitoring CPT code application, and initiating launch planning activities H2 24/25 H1 25/26 H1 26/27 H1 27/28 Conclude 12- Submit PMA to FDA and Anticipated launch of Achieve month patient actively monitor CPT Intibia , pending FDA Category 1 CPT data set for PMA Category
Slide 116: Driving growth in Impact4 with Men's Health and Intibia
Strong focus on driving growth in Impact4 by leveraging our strength in Men’s Health and transforming Women’s Health with Intibia 2030 impact • Mid-single to high-single digit organic revenue growth, pick up over the period • Profitability improvement over the period 1 2 3 Develop the Improve market
Slide 117: Impact4: Setting the standard of care at scale
Impact4 Setting the standard of care at scale
Slide 118: Contact Investor Relations
Contact Investor Relations Holtedam 1 DK-3050 Humlebaek Denmark Aleksandra Dimovska Kristine Husted Munk Simone Dyrby Helvind Vice President, Investor Relations Senior Director, Investor Relations Senior Manager, Investor Relations Tel. direct: +45 4911 2458 Tel. direct: +45 4911 3266 Tel. direct: +