Coloplast A/s Class B · OMXCOP:COLO_B
Coloplast A/s Class B — Q1 2025/26 Earnings Presentation
94 slides from Coloplast A/s Class B's earnings presentation, February 2026
Slide 1: Roadshow presentation Q1 2025/26
Roadshow presentation Q1 2025/26 Making life easier Impact4: Setting the standard of care at scale Tomoko | User, Voice & Respiratory Care
Slide 2: Forward-looking statements
Forward-looking statements The forward-looking statements contained in this presentation, including forecasts of sales and earnings performance, are not guarantees of future results and are subject to risks, uncertainties and assumptions that are difficult to predict. The forward-looking statements
Slide 3: Q1 2025/26 organic growth of 6% and 3% EBIT growth
Q1 2025/26 organic growth of 6% and 3% EBIT growth1,2. FY 25/26 guidance unchanged at ~7% organic growth and at ~7% EBIT growth1,7 Revenue growth Q1 2025/26 highlights • Organic growth was 6% and reported growth in DKK was 0%. Reported growth was negatively impacted by currencies (~4%-pts) Reported
Slide 4: Organic growth of 6% in Q1 by business area and geography
Organic growth of 6% in Q1, driven by the Chronic Care and Interventional Urology, with limited growth in Wound & Tissue Repair Q1 2025/26 revenue by business area Q1 2025/26 revenue by geography Business Reported revenue Organic growth Share of organic Geographic Reported revenue Organic growth Sha
Slide 5: Ostomy Care organic growth of 4% in Q1
Ostomy Care organic growth of 4% in Q1, was impacted by negative growth in China and a high baseline in the US Ostomy Care performance Q1 2025/26 highlights • Q1 organic growth was 4% and reported growth was 0%. Soft start to the year, as expected. The growth momentum is expected to pick up rest of
Slide 6: Continence Care grew 7% in Q1 with Luja
Continence Care grew 7% in Q1 with Luja as the main contributor to growth, driven by both male and female catheters Continence Care performance Q1 2025/26 highlights • Q1 organic growth was 7% and reported growth was 2%: • Growth in was driven by Europe, with solid contribution from the UK, Germany
Slide 7: Voice & Respiratory Care grew 8% in Q1
Voice & Respiratory Care grew 8% in Q1, driven by continued good momentum in Laryngectomy Voice & Respiratory Care performance Q1 2025/26 highlights • Q1 organic growth was 8% and reported growth was 5%: • Laryngectomy delivered high single-digit growth driven by an increase in the number of patient
Slide 8: Wound & Tissue Repair grew 5% in Q1
Wound & Tissue Repair grew 5% in Q1, impacted by a soft Q1 in Kerecis and the product return in Advanced dressings in China Wound & Tissue Repair performance Q1 2025/26 highlights • Q1 organic growth was 5% and reported growth was -8%, including 8%- points negative impact from the Skin Care divestme
Slide 9: Interventional Urology grew 8% in Q1
Interventional Urology grew 8% in Q1, driven by strong growth in Men’s Health in the US and recovery in Kidney & Bladder Health Interventional Urology performance Q1 2025/26 highlights • Q1 organic growth was 8% and reported growth was 3%: 8 • Men’s Health business in the US delivered a strong quart
Slide 10: Q1 reported revenue grew 0%
Q1 reported revenue grew 0% with ~1%-pts negative impact from the Skin Care divestment and ~4%-pts negative impact from currencies Q1 2025/26 Revenue development (mDKK) Q1 2025/26 highlights • Reported revenue increased by DKK 17 million or 0% vs. last year. • Organic growth was 6% or DKK 393 millio
Slide 11: EBIT margin of 26% in Q1
EBIT margin of 26%1 in Q1, driven by an increased level of admin. and R&D costs vs. last year, including negative impact from currencies Q1 2025/26 EBIT margin development before special items (%) Q1 2025/26 highlights • Gross margin was 67%, compared to 68% last year. • Negative impact from ramp-up
Slide 12: FCF was DKK 1,821 million in Q1 2025/26
FCF was DKK 1,821 million in Q1 2025/26, with a FCF-to-sales ratio of 26%, driven by lower net financial items FCF development1 Q1 2025/26 highlights • Free cash flow for Q1 2025/26 was an inflow of DKK 1,821 million, 93 compared to an inflow of DKK 1,874 million last year, or a 3% decrease. 84 81 8
Slide 13: FY 2025/26 guidance
FY 2025/26 guidance: organic growth of around 7% and EBIT1 growth in constant currencies of around 7% GUIDANCE 2025/26 GUIDANCE (DKK)2 KEY ASSUMPTIONS • Chronic Care (incl. Voice & Respiratory Care): continued good momentum. • Interventional Urology: growth expected to improve to high single-digit g
Slide 14: Kerecis well positioned in evolving US skin substitutes market
Kerecis remain well positioned to compete in an evolving US skin substitutes market 20% of total Kerecis revenue are derived from the out-patient setting and covered by Medicare US Market Access landscape1 Changes in the out-patient setting: Coverage (i.e. LCD) 1. Current legacy LCDs at MACs (e.g. C
Slide 15: Immaterial impact from tariffs expected
Immaterial impact from tariffs expected as most products are currently exempt, but depends on outcome from section 232 Chronic Care Voice & Respiratory Care No exposure – products for the No exposure – products for the management of chronic care conditions are management of chronic care conditions a
Slide 16: Introduction to Coloplast
Introduction to Coloplast Leading intimate healthcare Carina | User, Bowel Care
Slide 17: Our mission: Making life easier
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 1
Slide 18: Business model centred around customers
Business model centred around customers, with innovative products and a strong service offering at the core Chronic Care Acute Care Key services and (~75% of revenues) (~25% of revenues) Direct businesses Interventional Urology Implants, slings, surgical tools Ostomy Care Voice and Respiratory Care
Slide 19: Five business areas with global sales presence
Coloplast has five business areas all with global sales presence Group revenue 2024/25 by segment Group revenue 2024/25 by geography 1 Continence Care 1 32% European Ostomy Care markets 36% 56% Other developed markets 28% DKK 4 DKK 27.9bn 27.9bn Interventional Urology 10% 1 4/5 Emerging Voice & mark
Slide 20: Market with stable fundamentals and structural growth
The market we compete in is characterised by stable fundamentals and structural growth 01. 01. Demographics Healthcare reforms Growing elderly population Economic restraints drive increases customer base for reimbursement reforms, Coloplast products introduction of tenders, Limiters and lower treatm
Slide 21: 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 22: Strong market positions in Chronic Care and potential in Acute Care
Coloplast has strong market positions in Chronic Care and great commercial potential in Acute Care X Global market position Ostomy Continence Voice & Respiratory Interventional Wound & Tissue 1 1 1 4 4/5 Europe Other developed Care Care Care (Laryngectomy) Urology Repair Emerging Addressable market
Slide 23: Track record of financial performance and value creation
A strong track record of delivering attractive financial performance and value creation rooted in mission and robust business model Investments in building Investments in Direct-to-Consumer Investments in global standards of care and margin transformation innovation and new growth opportunities Repo
Slide 24: Stable shareholder returns
We believe Coloplast can continue to deliver stable shareholder returns through ... Organic growth and EBIT margin Value creation levers • Innovation and M&A executed in Strive25, combined with 26% actions to address current performance, provide a solid foundation for the new strategic period • New
Slide 25: Introduction to Impact4
Introduction to Impact4 Setting the standard of care at scale Carina | User, Bowel Care
Slide 26: Impact4 value creation and 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 Organic revenue EBIT growth1 in line growth of 7-8% with or above revenue (5-year CAGR) growth over the period 3 Return on Invested Capital of more than 20% in FY
Slide 27: Impact4 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 28: 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 29: 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 30: Embrace technology to elevate user experience
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 31: 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 32: Segment growth contribution during 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 33: Dynamic resource allocation
We pursue dynamic resource-allocation to fuel high-potential areas by moving resources away from low-performance segments Fuelling investments during Impact4 through dynamic resource allocation: Technology and AI investments to support company-wide efficiency enhancement: From low-profitability and
Slide 34: Leveraged P&L and EBIT growth during Impact4
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 35: New Global Operations plan
The new Global Operations plan will support our financial ambition and enable savings to offset cost headwinds in the strategy period Key initiatives in GOP7 We will have sufficient capacity to meet demand and support growth until at least 2030; no factories expected Throughput New digital Address a
Slide 36: 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 Strong focus on improving FCF and ROIC in the 93 Impact4 period: 77 84 81 82 5,202 4,547 Ambition: o EBIT growth1 in line with or above revenue 4,016 3,749 3,930 FCF-to-Sales Above 20% growth ove
Slide 37: 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 excess cash to shareholders thr
Slide 38: Key sustainability and social metrics
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 improvements Healthcare in around 5 markets Scop
Slide 39: Complex environment; risks monitored closely
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 40: The Coloplast Executive Leadership Team
The Coloplast Executive Leadership Team Leaving Colopast at the end of February. The search for a replacement has been initiated Lars Rasmussen Anders Lonning-Skovgaard Dorthe Rønnau Allan Rasmussen Interim President and CEO EVP, CFO EVP, People & Culture With EVP, Operations Since 2025 With Colopla
Slide 41: Customers at the centre, helping 4 million people
With Impact4, we put customers at the centre, aiming to help 4 million people long-term Dorte | User, Continence Care
Slide 42: Chronic Care
Chronic Care Leading intimate healthcare Pete | User, Continence Care
Slide 43: Chronic Care: Five strong business areas
Chronic Care: Five strong business areas with market leading positions Ostomy Care Continence Care Bowel Care Laryngectomy Care Tracheostomy Care Share of group ~36% ~29% ~3% ~6% ~2% revenue* Market #1 #1 #1 #1 #4 position Includes Intermittent Catheters and Collecting Devices 43 *Share of Coloplast
Slide 44: 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 45: Maturity-based approach in chronic categories
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 46: Business area priorities within Impact4: Chronic Care
Business areas strategic priorities and ambitions within Impact4 Chronic Care • Ostomy Care: Solidify market leading • Laryngectomy Care: Utilise strong position with SenSura Mio foundation to accelerate reach Strategic • Intermittent Catheters: Make Luja the • Tracheostomy Care: Set the standard pr
Slide 47: Best customer experience and partner of choice
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 48: Utilise service platform to elevate customer experience
To unlock growth, we want to utilise our strong service platform to elevate the customer experience across all touchpoints Strong platform in place and strategic rationale We will continue to develop and deepen relationships through customer centricity to be the partner of choice +30 countries • Hig
Slide 49: Luja catheter platform with Micro-hole Zone Technology
Luja , our new catheter platform with Micro-hole Zone Technology addresses key UTI risk factors Continence Care – preventing UTIs remains one of the biggest unmet needs UTI risk factors4 addressed by Luja 45 % of users describe UTIs as their greatest challenge in life1 (2.7 UTIs per user on average
Slide 50: US Ostomy Care launches and execution
In US Ostomy Care, product launches and stronger focus on execution position us well for continued share gains US pathway Continue to increase market share across Continued share gains in the acute channel channels through: Bags and plates acute share Innovation Acute Expand penetration with new Sen
Slide 51: Awarded access to key GPOs in US Ostomy Care
Coloplast has been awarded access to key GPOs, ensuring a level playing field in ~75% of acute accounts in US Ostomy Care Coloplast has been awarded access to Vizient and Premier, the two largest GPOs in the US Acute members1 Estimated Contract Contract Contract Comment Acute share2 expiry date leng
Slide 52: US Continence Care: upgrade to hydrophilic catheters
In US Continence Care, we drive the upgrade of the market to hydrophilic catheters and aim to set a new standard of care with Luja We are driving the upgrade to hydrophilic-coated US IC reimbursement categories now includes new dedicated codes for catheters in the US hydrophilic catheters, implement
Slide 53: Acute Care
Siegrid | User, Advanced Wound Dressings Acute Care Leading intimate healthcare
Slide 54: Acute Care consists of two key business areas
The Acute Care business unit consists of two key business areas Interventional Urology Wound & Tissue Repair Share of group revenue* ~10% ~14% #2 #2 #4 #4 #5 Market Position Kidney and bladder Product areas Men’s Health Women’s Health Advanced Wound Dressings Biologics health 54 *Share of Coloplast
Slide 55: Introducing Acute Care
Introducing Acute Care Characteristics of the acute business areas Mostly about winning Physicians and Innovative product in hospitals and surgeons are the key pipeline expands share surgery centers customer & adoption Limited recurring Innovation, evidence revenue, new patient and reimbursement Exp
Slide 56: Business area priorities within Impact4: Acute Care
Business areas strategic priorities and ambitions within Impact4 Interventional Urology Wound & Tissue Repair • Develop the market, innovate and • Build our US market share for the expand in Men’s Health combined business • Transform • Continue innovating in existing Strategic Women’s Health with OA
Slide 57: Interventional Urology organised into three business areas
Interventional Urology Interventional Urology is organised into three business areas, helping patients with urological conditions Interventional Urology at a glance Men’s Health mDKK, FY 24/25 10% Treatment of: Solutions: Portfolio of products for male of Coloplast sales Erectile dysfunction reconst
Slide 58: Interventional Urology market attractive for long-term growth
Interventional Urology The market remains highly attractive and poised for long-term growth Addressable market1: Market dynamics: Strategic opportunities: Current Future • High number of patients with addressable market addressable market unmet needs (incl. OAB) Male Stress Urinary • Continued favor
Slide 59: Intibia option to enter OAB market
Interventional Urology With Intibia *, Coloplast obtained an option to enter the attractive OAB market worth around 1bn USD. Overactive bladder (OAB) market Why Implantable Tibial Nerve Stimulation (ITNS)? Less invasive ITNS complete in single procedure +80m people globally suffer from OAB symptoms
Slide 60: Kerecis and AWD form Wound & Tissue Repair foundation
Wound & Tissue Repair 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 Wound & Tissue Repair revenue split by product by region revenue split Repair revenue s
Slide 61: Strong product portfolio and pipeline in Wound & Tissue Repair
Wound & Tissue Repair 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 market1… …being addressed with innovative technologies… …and a strong pipeline Market size in bnDKK Product Advanced dev
Slide 62: Fish skin: clinically differentiated technology
Wound & Tissue Repair 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 f
Slide 63: Financials
Financials Leading intimate healthcare Christopher | User, Ostomy Care
Slide 64: Revenue development by business area
Coloplast revenue development by business area Ostomy Care Interventional Urology Voice & Respiratory Care1 7 5 7 6 4 16 10 8 6 5 10 0 8 11 9,897 5 10 9 8 9,024 9,546 10 2 8,620 9 4 9 8 0 3 5 2,424 2,674 2,775 2,784 1,939 2,110 2,280 2,531 1,203 733 585 21/22 22/23 23/24 24/25 25/26 YTD 21/22 22/23
Slide 65: Revenue development by geography and total
Coloplast revenue development by geography and total Europe Other Developed Markets1 21 20 15 12 8 7 8 6 5 5 9 8 5 6 6 1 5 5 4 7,746 7,828 -6 14,750 15,510 12,916 13,908 6,480 5,775 3,971 1,958 21/22 22/23 23/24 24/25 25/26 YTD 21/22 22/23 23/24 24/25 25/26 YTD Emerging Markets Coloplast group2 16 1
Slide 66: Gross margin and cost items development
Gross margin & cost items development Gross Profit development, % Cost item, % of revenue* 30.1 30.7 32.6 32.8 32.9 68.8 67.6 68.0 67.2 66.6 Distribution 4.5 4.6 4.6 4.6 4.6 Admin 3.8 3.6 3.4 3.4 3.5 R&D 21/22 22/23 23/24 24/25 25/26 YTD 21/22 22/23 23/24 24/25 25/26 Note: FY 22/23 Gross Profit nega
Slide 67: Segment operating profit
Segment operating profit Segment Operating Profit DKKm (Excludes shared/non-allocated costs) Segment Operating Profit Margin (%) Chronic Care Voice & Respiratory Care1,2 Interventional Urology Adv. Wound Dressings Biologics1,3 Ostomy and Continence Care 34 34 36 37 36 58 58 59 59 59 49 39 43 39 35 3
Slide 68: PPA amortisation impact on EBIT margin
FY 2024/25 Atos Medical and Kerecis PPA amortisation impact on EBIT margin Margin impact from special items, amortization and depreciation 31% 3% 28% 26% 2% 26% 1% DKK 35 DKK 125 DKK 220 million million million Q1 2025/26 Special items total1 EBIT margin Amortisation2 EBITA Depreciation EBITDA EBIT
Slide 69: Key drivers of free cash flow to sales
Key drivers of free cash flow to sales: taxation, working capital, and CAPEX optimisation Taxation Net working capital CAPEX1 Extraordinary tax rate CAPEX DKKm FY 24/25 effective tax rate Net working capital, % of revenue Ordinary tax rate affected by Kerecis IP transfer Depreciation and amortisatio
Slide 70: Exchange rate exposure and hedging policy
Exchange rate exposure FY 2025/26 and hedging policy Revenue FX exposure 2025/261) 12 months exposure from 10% initial exchange rate drop1) Other 18% EUR USD -740 35% -290 CNY, JPY, AUD, BRL & ARS 10% GBP -400 -240 14% HUF GBP 160 24% Revenue (DKKm) EBIT (DKKm) USD Foreign exchange rate guidance for
Slide 71: Capital structure
Capital structure Highlights Net interest-bearing debt Overall policy is that excess liquidity is returned to shareholders through a combination of dividends (paid bi-annually) and share buy-backs (expected at DKK 500m per year; no buy- 2.7x back in FY 23/24 and FY 24/25). 2.3x 2.4x 2.5x 2.4x Intere
Slide 72: Manufacturing footprint and COGS categories
Coloplast manufacturing footprint and COGS categories Production by country (Volume)¹ Volume and specialised production sites4 3% 9% Hungary 0% US/France Isafjordur Costa Rica 17% China Hörby Atos (SE/DE) 0% Mørdrup Kerecis (Iceland) 70% Nieder-Olm Tatabánya Minneapolis Nyirbátor Porto Sarlat Zhuhai
Slide 73: Q1 2025/26 progress on sustainability ambitions
Q1 2025/26 progress on key sustainability ambitions Use less materials Net Zero by 2045 Positively impact people Q1 Q1 FY Q1 Q1 FY Q1 Q1 FY Ambition 25/26 24/25 24/25 Ambition 25/26 24/25 24/25 Ambition 25/26 24/25 24/25 15%-20% 90% Reimbursement Materials1 Scope 1+2 emissions improvements (by 2030)
Slide 74: Appendices
Appendices Leading intimate healthcare
Slide 75: The Coloplast share
The Coloplast share (COLO-B.CO) Holders of A shares and family 1 Danish institutions Foreign institutions Coloplast A/S Coloplast share listed on Nasdaq Copenhagen Other shareholders since 1983 Non-registered shareholders 2% ~121.1 billion DKK (~19 billion USD) market 1% 7% cap @ ~537.40 DKK per sha
Slide 76: Monitoring the reimbursement environment
We continuously monitor the health care reimbursement environment. Expects neutral impact from pricing over the period in Impact4 Europe: Rest of World: Netherlands France Italy US Biologics US Chronic US IC Reimbursement Reimbursement Retroactive regional Fixed payment of OC and CC products CMS est
Slide 77: Sustainability - key priorities and actions
Sustainability - key priorities and actions Use less materials Net Zero by 2045 Positively impact people Why is this a key priority: Why is this a key priority: Why is this a key priority: As a manufacturer of medical products made primarily of Sustainability remains a core strategic priority, suppo
Slide 78: M&A played a bigger role during Strive25
M&A played a bigger role during Strive25 Opportunity based Systematic screening 2022 2023 Early-stage technologies Nine Continents • The leader in the attractive chronic • Fastest growing company in the biologics wound Medical (Intibia) 2020 laryngectomy market care segment • Around 75% of the purch
Slide 79: Introducing Ostomy Care
Introducing Key products Ostomy Care • Between 3 and 4 million people live with a stoma globally, ~2/3 in the developed markets • Up to around 500,000 stoma surgeries per year in developed markets and China Disease areas SenSura® Mio in black SenSura® Mio Concave SenSura® Mio Convex SenSura® Mio • C
Slide 80: Ostomy Care Supporting Products
Introducing Key products Ostomy Care Supporting Products Market fundamentals Heylo Brava® Protective Seal Brava® Skin Barrier Brava® Elastic Tape • Market size of DKK 4-5bn Digital leakage notification system Designed for leakage Reducing skin problems Elastic so it follows the • Market growth of 6-
Slide 81: Introducing Continence Care
Introducing Key products Continence Care • Intermittent catheters for management of urinary retention and collecting devices for management of urinary incontinence Luja Intermittent catheter with SpeediCath® Flex Set SpeediCath® Navi SpeediCath® Flex • Around 12 to 18 million people live with urinar
Slide 82: Introducing Bowel Care
Introducing Key products Bowel Care Market fundamentals • Market size for transanal irrigation more than DKK 1bn • Around double-digit market growth Peristeen® Light Peristeen® Plus Peristeen® Transanal Irrigation Transanal Irrigation Transanal Irrigation 175ml Launched in 2024 Launched in 2021 Laun
Slide 83: Introducing Laryngectomy
Introducing Key products - Laryngectomy Voice & Respiratory Care Provox® Life Laryngectomy Heat and Moisture Exchangers (HMEs) Home Go Night Protect Energy Free hands Disease areas • People that have undergone a total laryngectomy, a typical treatment for advanced Provox® Life laryngeal and hypophar
Slide 84: Introducing Tracheostomy
Introducing Voice & Respiratory Care Tracheostomy Disease areas Key products - Tracheostomy • Performed when the airways are restricted, e.g., during an emergency when the airways are blocked, or when a Portfolio expansion disease or other problem makes normal breathing impossible • Strengthened the
Slide 85: Introducing Interventional Urology
Introducing Key products Interventional Urology • Men’s Health: men with erectile dysfunction. ~25% of men aged 40-70 years old experience moderate to severe erectile dysfunction. • Women’s Health: women with pelvic organ prolapse and stress urinary incontinence. ~50% of women 50- 79 years old repor
Slide 86: Introducing Wound & Tissue Repair
Key products Introducing Wound & Tissue Repair Disease areas Biatain® Superabsorber Biatain® Silicone Fit Biatain® Silicone Non-Border Biatain® Fiber Non-adhesive dressing for Silicone foam dressing for Silicone foam dressing Reinforced gelling fiber. Chronic wounds high volumes of exudate pressure
Slide 87: Income statement
Income statement DKKm Q1 2025/26 Q1 2024/25 Change Revenue 7,043 7,026 0% Gross profit 4,735 4,750 0% SG&A costs -2,644 -2,624 1% R&D costs -247 -219 13% Other operating income/expenses 6 5 nm Operating profit (EBIT) before special items 1,850 1,912 -3% Special items -35 -74 nm Operating profit (EBI
Slide 88: Balance sheet
Balance sheet DKKm 31 Dec 2025 31 Dec 2024 Change Balance, total 48,796 48,338 1% Assets Non-current assets 38,498 37,972 1% Current assets 10,298 10,366 -1% of which: Inventories 3,859 3,673 5% Trade receivables 4,499 4,609 -2% Marketable securities, cash, and cash equivalents 1,125 906 24% Other r
Slide 89: Cash flow
Cash flow DKKm Q1 2025/26 Q1 2024/25 Change EBIT 1,815 1,838 -1% Amortisation 125 118 6% Depreciation 220 210 5% Adjustment for other non-cash operating items 32 19 68% Change in working capital 182 172 6% Net interest payments -17 -290 -94% Paid tax -124 -60 107% Cash flow from operations 2,233 2,0
Slide 90: Production sites
Production sites Hungary China Tatabánya Zhuhai • Continence care products • Ostomy care products • Ostomy care products • Adhesives • Machine building • Continence care products • Number of employees in production: ~700 • Interventional Urology products • Number of employees in production: ~1,700 C
Slide 91: Production sites
Production sites Portugal Sweden Porto Hörby • High volume production under construction • Research & Development centre and • The new manufacturing site of 30,000 m2, manufacturing of laryngectomy products expected to be operational in FY 2025/26 • Number of employees in production: ~170 France Ger
Slide 92: Coloplast Sponsored Level 1 ADR programme
Coloplast Sponsored Level 1 ADR programme Coloplast Sponsored ADR Programme Benefits of a Coloplast ADR programme to US Investors: • Coloplast has established a sponsored ADR programme in the US, as a Symbol CLPBY service to US investors by offering an alternative way to trade Coloplast shares, whil
Slide 93: Contact Investor Relations
Contact Investor Relations Holtedam 1 DK-3050 Humlebæk Denmark Kristine Husted Munk Simone Dyrby Helvind Aleksandra Dimovska Senior Director, Investor Relations Senior Manager, Investor Relations Vice President, Investor Relations Tel. direct: +45 4911 3266 Tel. direct: +45 4911 2981 On maternity le
Slide 94: The Coloplast story begins back in 1954
The Coloplast story begins back in 1954. Elise Sørensen is a nurse. Her sister Thora has just had an ostomy operation and is afraid to go out in public, fearing that her stoma might leak. Listening to her sister’s problems, Elise conceives the idea of the world’s first adhesive ostomy bag. Based on