Fiskars Oyj Abp · OMXHEX:FSKRS

Fiskars Oyj Abp — Fiskars Group — Investor Presentation (November 2023)

64 slides from Fiskars Oyj Abp's investor presentation, Nov 13, 2023

  1. Slide 1: Investor presentation

    Investor presentation UPDATED NOVEMBER 13, 2023

  2. Slide 2: Content

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2023 Appendices 2 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  3. Slide 3: Pioneering design to make the everyday extraordinary

    374 years of Pioneering design to make the everyday extraordinary

  4. Slide 4: Fiskars Group key figures 2022

    Fiskars Group key figures 2022 Net sales Comparable EBIT EUR million EUR million 1,248.4 151.0 Earnings per share Cash flow from EUR operating activities 1.21 before financial items and taxes EUR million Personnel -24.9 Dec 31, 2022 6,595 4 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTAT

  5. Slide 5: Business Areas and key categories

    Business Areas and key categories VITA FISKARS BUSINESS AREAS & KEY CATEGORIES Tableware Drinkware Interior Jewellery Gardening Outdoor Cooking Scissors & creating KEY BRANDS BA SHARE OF NET SALES* ~50% ~50% *Illustrative, based on Fiskars Group’s and Georg Jensen’s combined audited 2022 figures. 5

  6. Slide 6: Fiskars is the largest brand – 2022 sales splits

    Fiskars is the largest brand – 2022 sales splits* SALES SPLIT BY BRAND SALES SPLIT BY GEOGRAPHY SALES SPLIT BY CATEGORY Cooking Watering Other Asia-Pacific Creating 5% 1% 14% Scissors 2% 17% 7% Tableware Moomin 3% 29% Waterford Outdoor 6% Fiskars 9% 43% 48% Europe Gerber 8% 35% 8% 8% Drinkware Ameri

  7. Slide 7: Our global presence

    Our global presence In 2022, our brands were present in over 100 countries We had ~350 own stores Close to 7,000 employees globally 11 own manufacturing units 7 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  8. Slide 8: Strategy

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2023 Appendices 8 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  9. Slide 9: Long-term market dynamics remain attractive

    Long-term market dynamics remain attractive POWERFUL BRANDS IMPORTANCE OF LUXURY SUSTAINABILITY THAT SURROUND DIRECT-TO- IS RESILIENT IS KEY THE CONSUMER CONSUMER 50% of consumers Integral to buyer’s 6-8% CAGR forecast 58% of consumers feel globally willing to journey – storytelling, for the global

  10. Slide 10: The Growth Strategy – clear strategic focus and transformation levers

    The Growth Strategy – clear strategic focus and transformation levers WE FOCUS ON WINNING: LOGIC Brands Channels Countries Commercial excellence Direct to consumer TRANSFORMATION LEVERS U.S. China INNOVATION ENABLERS PEOPLE DIGITAL SUSTAINABILITY & DESIGN 10 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I

  11. Slide 11: Sharpened portfolio logic accelerating Group profile improvement

    Sharpened portfolio logic accelerating Group profile improvement SHARPENED PORTFOLIO LOGIC OUTCOME: ACCELERATED GROUP PROFILE IMPROVEMENT Increase focus on brands which can: • Move the needle – make the big brands bigger and more powerful • Surround the consumer through category expansion Faster gro

  12. Slide 12: Clear portfolio roles for each brand with investments and resources allocated accordingly

    Clear portfolio roles for each brand with investments and resources allocated accordingly Maximise Accelerate potential MAKE THE BIG BRANDS BIGGER • Accelerate: Over-invest to grow Winning DTC first, across key cities & Three large categories luxury brands • Anchor: Unlock Fiskars brand Utilize pote

  13. Slide 13: Georg Jensen acquisition: strong portfolio fit

    Georg Jensen acquisition: strong portfolio fit • Renowned Danish lifestyle brand, offering Home and Jewellery products • Strong portfolio fit: big brand that moves the needle, offers high-end positioning with a combination of luxury & lifestyle, DTC led • Acquisition completed on Oct 1, 2023 for EV

  14. Slide 14: Commercial Excellence: Focused actions to take our brands where they deserve to be

    Commercial Excellence: Focused actions to take our brands where they deserve to be • Executing channel GROSS MARGIN HAS IMPROVED CLEARLY – WE ARE RAISING OUR AMBITIONS strategy: • Prioritize own channels 50 >49%* • Win with the winning partners 48 46.5% • Leave unhealthy business behind 46 44.9% • U

  15. Slide 15: Direct-to-Consumer: We continue to grow in DTC

    Direct-to-Consumer: We continue to grow in DTC – consumer appetite for our brands is strong SHARE OF DTC SALES HAS GROWN STEADILY • Leveraging central e- commerce capabilities Share of Group net sales Share of Vita net sales • Continuing systematic roll- 60 out of digital and analytics 46% >50%* cap

  16. Slide 16: China: Strong growth through a repeatable model

    China: Strong growth through a repeatable model is strengthening our #1 position • Benefiting from brand heat – CHINA NET SALES HAVE TRIPLED FROM 2020 EURm Wedgwood clear #1 in its category 70 • Leveraging our platform: Strong 60 +28% CAGR +67% local team with impressive track 52 record and capabili

  17. Slide 17: U.S.: Adverse development driven by retailers' focus on inventory management

    U.S.: Adverse development driven by retailers’ focus on inventory management • Tough market environment – U.S. NET SALES HAS DECLINED IN THE LAST TWELVE MONTHS* retailers’ focus on inventory EURm management continues -22% CAGR +4% • Gross margin has improved 450 431 404 driven by our channel strateg

  18. Slide 18: Our enablers for the future

    Our enablers for the future PEOPLE DIGITAL INNOVATION & SUSTAINABILITY DESIGN We are committed to We want to be We are committed to building an inclusive data-driven, and are We are known for our designing and delivering culture. We want to investing significantly design, and want to sustainable gro

  19. Slide 19: We are making good progress in our ESG targets

    We are making good progress in our ESG targets Environmental: Pioneering design against throwaway culture Social: Making the everyday extraordinary 1 2 3 1 2 Circular Our own emissions Our suppliers' Safe Inclusive economy emissions workplace workplace GHG (greenhouse gas) emissions Q3 Q2 2023 Targe

  20. Slide 20: Business Areas

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2023 Appendices 20 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  21. Slide 21: Business Area Vita

    Business Area Vita NET SALES AND COMPARABLE EBIT MARGIN KEY CATEGORIES EURm % Net sales 200 30 187 Comp. EBIT % 180 176 171 160 Tableware Drinkware Interior 140 20.4% 140 134 127 20 18.3% 121 116 17.5% 119 120 111 17.0% 114 108 108 KEY BRANDS 14.6% 100 14.1% 80 11.1% 11.4% 10.6% 9.8% 8.9% 10 60 7.2%

  22. Slide 22: Business Area Vita – Markets and channels

    Business Area Vita – Markets and channels KEY MARKETS DISTRIBUTION CHANNELS • Nordics • UK D i r e ct R e tai l e rs; c o n su m er • U.S. S to r e s & sal e s; Bto B • China e - c o mm sto r e s & e - c o mm • Japan 22 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  23. Slide 23: Business Area Vita – net sales splits (2022)

    Business Area Vita – net sales splits (2022)* SALES SPLIT BY BRAND SALES SPLIT BY CHANNEL SALES SPLIT BY GEOGRAPHY Royal Americas Others Copenhagen 16% 22% 21% Direct 42% Moomin 7% 51% Europe 19% 58% Indirect Wedgwood 34% 14% Asia-Pacific Waterford 18% Iittala *2022 figures, do not include Georg Jen

  24. Slide 24: Business Area Fiskars

    Business Area Fiskars NET SALES AND COMPARABLE EBIT MARGIN * KEY CATEGORIES EURm % 220 Net sales 30 211 Comp. EBIT % 200 193 191 191 Gardening Outdoor Watering 180 20.6% 20.4% 165 167 155 157 18.3% 20 160 17.0% 151 153 16.1% 141 15.1% 140 14.0% 127 Cooking 11.2% 121 Scissors & creating 120 10.7% 10.

  25. Slide 25: BA Fiskars – Markets and channels

    BA Fiskars – Markets and channels KEY MARKETS DISTRIBUTION CHANNELS • U.S. • North & D i r e ct Central R e tai l e rs; c o n su m er Europe S to r e s & Bto B sal e s; sto r e s e - c o mm & e - c omm; 25 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  26. Slide 26: Business Area Fiskars – net sales splits (2022)

    Business Area Fiskars – net sales splits (2022) SALES SPLIT BY CATEGORY SALES SPLIT BY CHANNEL SALES SPLIT BY GEOGRAPHY Direct Creating Watering 2% Cooking 4% 9% 1% Scissors 12% Europe 46% 51% Americas 57% Gardening 16% Outdoor 98% 3% Indirect Asia-Pacific 26 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I

  27. Slide 27: Seasonal volatility: BA Fiskars H1, BA Vita H2 focused

    Seasonal volatility: BA Fiskars H1, BA Vita H2 focused – Group net sales and EBIT evenly split between quarters QUARTERLY NET SALES BY BA QUARTERLY NET SALES SPLIT BY BA 22% 28% Q4 35% Vita+GJ 43% 42% 52% 50% Net 23% 62% 23% Q3 Sales 24% 28% 24% Q2 20% Fiskars 57% 58% 48% 50% 38% 21% 28% 24% Q1 Vita

  28. Slide 28: Financials

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2023 Appendices 28 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  29. Slide 29: Group net sales and gross margin development

    Group net sales and gross margin development EURm % 1,400 30 1,254 1,248 1,205 1,186 1,200 1,107 1,119 1,116 1,090 1,000 20 800 600 43.3% 44.9% 42.5% 43.2% 43.4% 38.7% 41.0% 40.9% 10 400 200 0 0 2015 2016 2017 2018 2019 2020 2021 2022 Net sales Gross margin 29 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP

  30. Slide 30: Profitability has improved

    Profitability has improved EURm % 160 154 151 14 12.3% 12.1% 140 12 9.8% 120 109 109 10 100 7.1% 9.8% 8 80 78 6 60 4 40 20 2 0 0 2018 2019 2020 2021 2022 Comparable EBIT margin Comparable EBIT 30 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  31. Slide 31: Quarterly development – last 3 years

    Quarterly development – last 3 years NET SALES, EUR MILLION COMPARABLE EBIT (EUR MILLION) AND EBIT MARGIN (%) 400 60 18 353 52 16 333 313 319 50 47 302 307 304 14 300 292 293 275 268 41 267 40 12 241 36 36 36 34 33 32 31 10 30 200 30 8 23 20 18 6 100 4 10 2 0 0 0 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

  32. Slide 32: Challenging operating environment reflected in progress in sales and EBIT targets

    Challenging operating environment reflected in progress in sales and EBIT targets FINANCIAL TARGETS TRACKING FY FY LTM SEPT KPI TARGET 2021 2022 2023 Annual, Organic, FX neutral mid-single-digit NET SALES 14.2% 1.7% -12.9% growth EBIT Mid-teen EBIT margin (excl. IAC) by end of 2025 12.3% z 12.1% 9.4

  33. Slide 33: Net sales: Four brands (70% of net sales) are expected to deliver solid growth

    Net sales: Four brands (70% of net sales) are expected to deliver solid growth in the next two years NET SALES, 12MTHS ENDING SEP 2023 ANNUAL GROWTH LAST 2YRS GROWTH RATIONALE FOR THE NEXT 2YRS • Over-invest to grow DTC first, Accelerate +6% across key cities & categories 31% Accelerate 21% • Unlock

  34. Slide 34: Profitability: Further gross margin improvement

    Profitability: Further gross margin improvement through investments in growth drivers and supply chain efficiency gains GM CONTRIBUTION (PP), LAST 2YRS ENHANCED GROSS MARGIN DRIVERS COST OF GOODS POTENTIAL FOR GROSS MARGIN IMPROVEMENT 100% • Warehouse footprint vs. Logistics & strategic channel mix

  35. Slide 35: Profitability: Further SG&A leverage through the ongoing programs

    Profitability: Further SG&A leverage through the ongoing programs SG&A STRUCTURE ONGOING PROGRAMS 2022 (%) Program Target and main levers Related one-offs Status January • Savings of EUR 30m, half of which in • EUR 6m • 100 roles terminated 2023 H2 2023. • Fully recorded in YTD • External services •

  36. Slide 36: Growth investments' share of CAPEX allocation will increase

    Growth investments’ share of CAPEX allocation will increase COMMENT NEXT 2YRS FISKARS VITA • CAPEX 4-5% of • 60% Expansion Net Sales Retail 7% • 40% Renovation/maintenance (earlier approx. 4%) Functions 12% • Growth investments’ Product Development 12% share in Retail, Supply Chain and Digital will

  37. Slide 37: Towards mid-teen EBIT% – balanced improvement

    Towards mid-teen EBIT% – balanced improvement boosted through gross margin & announced cost efficiency programs • Gross margin improvement EBIT MARGIN BRIDGE 2021-2023-2025 (%) expected to continue 20 supported by the Georg Jensen acquisition +3.7% -1.2% -6.5% Mid- teen • SG&A efficiency mainly 13.0

  38. Slide 38: Free cash flow (FCF) and net debt

    Free cash flow (FCF) and net debt 227% FREE CASH FLOW, EURM (12MTHS ENDING SEPTEMBER) AND FREE CASH NET DEBT, EURM (30.9.) AND NET DEBT / LTM EBITDA (EXCL. IAC) Cash conversion rate FLOW / LTM NET PROFIT (EXCL. IAC) 122% Negative 227% 0.59X 1.61X 2.0X 2.0X 147 144 344 336 Net debt / LTM EBITDA (excl

  39. Slide 39: Strong balance sheet has enabled steady investments and increasing shareholder returns

    Strong balance sheet has enabled steady investments and increasing shareholder returns despite recent cash flow volatility NET DEBT / EQUITY AT QUARTER- CASH FLOW FROM OPERATIONS (CFO), CAPEX AND CASH RETURNS TO END AND LONG-TERM AVERAGE SHAREHOLDERS (LTM) 80 (%) EURm 70 250 203 60 189 50 200 40 Net

  40. Slide 40: Net Debt / EBITDA back to the target by 2025

    Net Debt / EBITDA back to the target by 2025 NET DEBT POST GEORG JENSEN ACQUISITION (EURM) NET DEBT 2023-2025 (EURM)* 0 200 400 600 +190 60 526 Net Debt 20 Net Debt / EBITDA 2.0X 130 40 Sep-23 394 58 336 M&A Impact Lease 138 liabilities Cash Flow impact CP’s 126 2024-2025 Bank Net Debt 130 Net Debt

  41. Slide 41: Principles for capital allocation prioritization

    Principles for capital allocation prioritization 2024 2025 Deleverage balance sheet back to the target level Priority Maintain Secure funding for organic growth investment Maintain Maintain Ensure stable, sustainably increasing cash dividend Priority Priority Maintain financial flexibility for futur

  42. Slide 42: Solid history of returns to shareholders

    Solid history of returns to shareholders: a foundation for resilient and sustainably growing dividends 12.6% EPS (EXCL IAC) AND DPS 2019-2022 EUR CEPS AND DPS 2019-2022 EUR 2.46 Dividend CAGR 2019-2022 1.36 EPS CEPS DPS 1.19 1.16 59% 0.87 1.51 Payout Ratio on EPS excl. IAC 0.80 2019-2022 0.76 1.21 0

  43. Slide 43: Q3 2023

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2023 Appendices 43 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  44. Slide 44: Highlights of Q3 2023

    Highlights of Q3 2023 SAFO LECSUA S NODNE BI T SADLET CS CDOEN CTLII NUE N E DD DATC CCOEU T GAT LER R EW I NG 20 2203 2 3G G UUI DI D AN CE AN CE CE D AC S LI HN FLO ED WIN A D TOU EGT ROOW LOW WI T H O THOEURRCG HRAONWNET LS H RE I TE R A TED U PD A T ED O N : A CNHD PR ONFI A LLE GITNG S TCROONNS

  45. Slide 45: Q3 2023 Group key figures

    Q3 2023 Group key figures GROSS MARGIN % NET SALES, EURm COMPARABLE EBIT (EUR m) AND EBIT -17.6% *-12.7% MARGIN (%) 47.2 37.7 Q3/2022: 44.9 292 293 40 13.4% 15 11.7% 33.2 267 34.1 11.4% 249 10 241 FREE CASH FLOW 7.4% 30 4.2% EURm 5 20 17.9 0 52.9 -5 Q3/2022: -64.2 10.4 -10 10 EARNINGS PER -15 SHARE

  46. Slide 46: Q3 Net sales declined as low consumer confidence and retailer focus on inventories continued

    Q3 Net sales declined as low consumer confidence and retailer focus on inventories continued to have an impact Q3 2023 NET SALES BRIDGE BY BUSINESS AREAS, Q3 2023 NET SALES BRIDGE BY GEOGRAPHICAL EURm AREAS, EURm -17.6% -12.7%* -17.6% -12.7%* 300 300 292.6 -2.2 -14.2 292.6 -2.2 -14.2 290 290 280 276

  47. Slide 47: Q3 Gross margin improved clearly, comparable EBIT declined due to volumes

    Q3 Gross margin improved clearly, comparable EBIT declined due to volumes Q3 2023 EBIT BRIDGE BY BUSINESS AREAS, Q3 2023 EBIT BRIDGE BY COMPONENTS, EURm EURm -15.3 -10.6 -15.3 -10.6 34 33.2 -0.9 35 -3.8 33.2 -0.9 -3.8 32 30 28.5 -5.5 30 28.5 28 26 25 24 -1.3 -0.4 -3.4 22 20 17.9 20 17.9 18 15 16 14

  48. Slide 48: Vita Q3: Own e-commerce continued to develop positively

    Vita Q3: Own e-commerce continued to develop positively, sales decreased in the retailer channel NET SALES, EURm COMPARABLE EBIT (EURm) AND COMPARABLE EBIT MARGIN, % -14.9% *-9.7% 24.5 150 25 18.3% 24.6 20 • E-commerce growth driven 140 17.5% 134 especially by Moomin Arabia 14.1% 15 118 119 11.2% 11

  49. Slide 49: Terra Q3: Retailers' focus on inventories continued to have a negative impact

    Terra Q3: Retailers’ focus on inventories continued to have a negative impact NET SALES, EURm COMPARABLE EBIT (EURm) AND COMPARABLE EBIT MARGIN, % -19.9% *-14.9% 120 20 15 • Net sales decreased 113 112 108 11.0% especially in Europe; In the 100 95 10 U.S., Gerber’s sales were 87 12.4 5.6% 4.8% suppo

  50. Slide 50: Crea Q3: Strong EBIT margin despite lower volumes

    Crea Q3: Strong EBIT margin despite lower volumes NET SALES, EURm COMPARABLE EBIT (EURm) AND COMPARABLE EBIT MARGIN, % -21.2% 13.9 50 *-17.3% 14 33.5% 35 • Sales decreased in Europe as 46 11.4 30 well as in the U.S., where the 45 43 26.3% 42 12 25.0% 23.2% timing of shipments between 40 25 35 10.0 Q

  51. Slide 51: Q3 Cash flow increased significantly

    Q3 Cash flow increased significantly driven by continued actions to adjust supply volumes EURm EURm 99 100 250 75 75 +117 53 200 150 +117 50 39 42 EURm compared 34 36 100 25 24 to Q3 2022 13 50 +245 0 0 -3 -3 -25 -50 -100 EURm compared -50 -150 to 1-9/2022 -75 -64 -70 -200 -100 -250 Q3-20 Q2-22 Q3-2

  52. Slide 52: Q3 Trade Working Capital reduced by EUR 121 million

    Q3 Trade Working Capital reduced by EUR 121 million vs. year-end driven by Terra inventories EURm % 40% 600 38% 38% 40 36% 36% 550 33% 34% 514 35 -121 500 31% 29% 30% 451 456 450 29% 426 439 428 30 28% 26% 393 400 373 373 350 336 349 25 EURm compared 310 291 to 30.9.2022 300 20 250 -58 15 200 150 10

  53. Slide 53: Net debt decreased in Q3 but still above the year-end level

    Net debt decreased in Q3 but still above the year-end level due to increased lease liabilities EURm 400 2.4 370 2.2 Senior Net Debt -44 350 344 342 336 325 2.0 300 134 1.8 102 115 133 138 1.6 EURm compared 250 to 30.9.2022 215 222 1.4 207 200 180 1.2 95 144 146 145 107 105 1.0 Senior Net Debt 150 -1

  54. Slide 54: Q3 Capital Employed slightly down from the year-end

    Q3 Capital Employed slightly down from the year-end driven by Trade Working Capital reduction Capital Employed (EURm) Funding (EURm) 30.09.22 31.12.22 30.09.23 30.09.22 31.12.22 30.09.23 GW and other intangible 506 500 506 Equity 846 824 802 PPE and biological assets 1 94 1 93 1 98 Interest-bearing

  55. Slide 55: Guidance for 2023

    Guidance for 2023 Assumptions behind the guidance (updated on October 12, 2023) - continued volatility of the + savings from the market environment; low targeted organizational consumer confidence and changes from H2 onward Fiskars expects comparable EBIT retailer focus on inventory and prudent cost

  56. Slide 56: Appendices

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2023 Appendices 56 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  57. Slide 57: Largest shareholders as of November 13, 2023

    Largest shareholders as of November 13, 2023 NUMBER OF % OF SHARES AND # SHAREHOLDER NAME SHARES VOTES 1 Virala Oy Ab 12,740,000 15.73 2 Turret Oy Ab 11,430,961 14.11 3 Holdix Oy Ab 10,165,537 12.55 4 Sophie Von Julins Stiftelse 2,556,000 3.16 5 Julius Tallberg Corp. 2,554,350 3.15 6 Gripenberg Gerd

  58. Slide 58: Shareholder structure as of October, 2023

    Shareholder structure as of October, 2023 Financial and NU MBER OF % OF SHARES 5.0% 1.5% insurance SECTOR SHARES AND VOTES 16.8% corporations 7.2% Financial and insurance Households corporations 13,590,147 16.78 Households 27,097,349 33.45 Non-financial corporations Non-financial corporations 29,150

  59. Slide 59: Leadership Team

    Leadership Team Nathalie Ahlström Jussi Siitonen Christian Bachler Aamir Shaukat CEO CFO Executive Vice President, Chief Supply Chain Officer Employed 2020 Employed 2021 Business Area Vita, Employed 2023 Employed 2010 Peter Cabello Holmberg Anna Mindelöf Gennady Jilinski Chief Digital Officer Chief

  60. Slide 60: Board of Directors

    Board of Directors 60 NOVEMBER-DECEMBER 2023 Ⓒ FISKARS GROUP I INVESTOR PRESENTATION

  61. Slide 61: Cost of Goods Sold

    Cost of Goods Sold COGS TOTAL OWN PRODUCTION DIRECT MATERIALS 100% 100% 100% Plastics Logistics & Warehousing Steel Direct materials 75% 75% 75% Aluminium Packaging Sourcing 50% 50% Direct labour 50% Components Indirect labour 25% Own 25% 25% Production Energy Maintenance material Other Depreciation

  62. Slide 62: Calculation of financial indicators

    Calculation of financial indicators INDICATOR DEFINITION EBIT Operating profit Comparable EBIT Operating profit (EBIT) +/- items affecting comparability Items such as restructuring costs, impairment or provision charges and releases, acquisition related Items affecting comparability costs, and gains

  63. Slide 63: Disclaimer

    Disclaimer This presentation contains forward-looking statements that reflect management’s current views with respect to certain future events and potential financial performance. Although Fiskars Group believes that the expectations reflected in such forward-looking statements are reasonable, no as

  64. Slide 64: Thank you!

    Thank you!

Fiskars Group — Investor Presentation (November 2023) on 6ix