Fiskars Oyj Abp · OMXHEX:FSKRS

Fiskars Oyj Abp — Fiskars Group — Investor Presentation (December 2022)

66 slides from Fiskars Oyj Abp's investor presentation, December 2022

  1. Slide 1: Investor presentation

    Investor presentation NOVEMBER-DECEMBER 2022

  2. Slide 2: Content

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2022 Appendices 2 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

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

    OU R PU RPOSE Pioneering design to make the everyday extraordinary THE GLOBAL HOME OF DESIGN-DRIVEN BRANDS FOR INDOOR AND OUTDOOR LIVING 3 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  4. Slide 4: Strong brand portfolio

    Strong brand portfolio 4 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  5. Slide 5: Fiskars Group key figures 2021

    Fiskars Group key figures 2021 Net sales Comparable EBITA EUR million EUR million 1,254.3 168.8 Earnings per share Comparable EBIT EUR EUR million 1.06 154.2 Cash flow from Personnel operating activities Dec 31, 2021 before financial items and taxes EUR million 6,690 164.2 5 NOVEMBER–DECEMBER 2022 Ⓒ

  6. Slide 6: Business Areas and key categories

    Business Areas and key categories VITA TERRA CREA BUSINESS AREAS & KEY CATEGORIES Scissors Tableware Drinkware Interior Gardening Outdoor Watering & creating Cooking KEY BRANDS BA SHARE OF NET SALES 44% 43% 14% 6 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  7. Slide 7: Fiskars the largest brand – 2021 sales splits

    Fiskars the largest brand – 2021 sales splits SALES SPLIT BY BRAND SALES SPLIT BY GEOGRAPHY SALES SPLIT BY CATEGORY Cooking Other Asia-Pacific Scissors & Creating 5% 18% 15% 9% Watering Tableware Moomin 28% Fiskars 7% 3% 41% Waterford 6% Europe Outdoor 47% 7% 7% Gerber 8% 38% Drinkware 7% Americas 8

  8. Slide 8: Our global presence

    Our global presence Our brands are present in more than 100 countries We have more than 350 own stores Employees globally 7,000 8 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  9. Slide 9: Strategy

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2022 Appendices 9 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  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 2022 Ⓒ FISKARS GROUP

  11. Slide 11: We focus on winning brands, enabled through clear roles across our portfolio

    WINNING BRANDS We focus on winning brands, enabled through clear roles across our portfolio WINNING BRANDS TURNAROUND BRANDS 11 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  12. Slide 12: Driving Fiskars as our #1 brand

    Driving Fiskars WINNING BRANDS as our #1 brand Global brand with strong recognition Strong historical performance • >40% of Fiskars Group net sales • Approx. 7% comp. net sales CAGR 2017 Further room to utilize brand stretch and surround the consumer • Product portfolio across key markets • Clothing

  13. Slide 13: We are building winning brands through new ways of thinking

    We are building WINNING BRANDS winning brands through new ways of thinking Case Moomin • Story telling translated into collectibles • Currently net sales over EUR 30 million • Fiskars Group minority shareholder in Rights & Brands since Sept ‘21 Strategic partnership enables global growth beyond our

  14. Slide 14: Strengthening our DTC to address the needs of the modern consumer

    Strengthening our WINNING BRANDS DTC to address the needs of the modern consumer • Win in the channel shift; focus on growing in the direct channel, incl. eCom and own stores • Invest significantly in digital organization and capabilities • Optimize store presence, incl. new store openings in China

  15. Slide 15: The direct channel (DTC) increasingly important

    WINNING CHANNELS The direct channel (DTC) increasingly important GROUP NET SALES BY CHANNEL IN 2021 NUMBER OF STORES IN 2021 TOTAL NUMBER OF STORES: 362 Direct, e-commerce Direct, stores Indirect, e-commerce 5% 13% 9% Store Europe Outlet 13% 21% 32% 67% 2% Americas 73% 66% Indirect, other Asia-Pacif

  16. Slide 16: Commercial excellence drives our performance improvement across all channels

    Commercial excellence WINNING CHANNELS drives our performance improvement across all channels Our Commercial Excellence, examples • Win with the Winners • Value-based pricing • In-store and online excellence • Distribution and product coverage 16 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  17. Slide 17: U.S. continues to deliver a majority of our growth

    U.S. continues to WINNING COUNTRIES deliver a majority of our growth • Favorable market dynamics − Demand driver for branded consumer products • Strong platform with scale in place − Fiskars leading gardening brand − Strong presence at key big-box retailers and e-tailers • Further improvement in sig

  18. Slide 18: We have a strong start in China with significant growth opportunities ahead

    We have a strong WINNING COUNTRIES start in China with significant growth NET SALES IN CHINA (EURm) opportunities ahead 29 CAGR: • Strong market demand +55% • Solid foundation, impressive track -record − Capable local team in place 15 − >50% net sales CAGR during past 4 years 9 − Growth driven by We

  19. Slide 19: Transformation levers are delivering results

    Transformation levers are delivering results Q3 2022 Q1-Q3 2022 • Stable sales in a challenging operating • Sales growth across the board environment Commercial • Actions to mitigate cost increases delivering • Cost increases nearly compensated by excellence mitigation actions, gross margin -30 bps

  20. Slide 20: 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 on a mission for building an inclusive data-driven, and are We are known for our the lasting wellbeing of culture. We want to investing significantly design, and want to people and

  21. Slide 21: We have clear sustainability priorities to drive real impact

    We have clear sustainability priorities to drive real impact AGAINST THROWAWAY FOR A CARBON FOR INCREASED JOY CULTURE NEUTRAL FUTURE 21 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  22. Slide 22: Fiskars Group commits to climate action by joining the UN Business Ambition for 1.5°C

    Fiskars Group’s science-based targets are: 1. Fiskars Group commits to reduce greenhouse gas emissions from own operations (Scope 1 and 2) 60% by 2030 from a 2017 base year 2. Fiskars Group commits to reduce greenhouse gas emissions from upstream transportation and distribution (Scope 3) 30% by 2030

  23. Slide 23: Concrete actions towards our sustainability targets

    Concrete actions towards our sustainability targets Approximately EUR 10 million energy efficiency investment in our Iittala factory in Finland • Natural gas powered furnaces replaced with electricity- powered furnaces • With this investment, Fiskars Group’s annual direct carbon dioxide emissions (S

  24. Slide 24: Business Areas

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2022 Appendices 24 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  25. Slide 25: BA Vita

    BA Vita NET SALES AND COMPARABLE EBIT MARGIN KEY CATEGORIES EURm % 200 30 187 180 172 171 160 18.3% 17.5% 20 17.0% Tableware Drinkware Interior 14.3% 14.6% 140 140 116 134 127 11.1% 10.6% 121 11.4% 118 9.8% 120 8.9% 10 6.9% 111 108 100 94 KEY BRANDS 81 80 0 60 -6.5% 40 -10 -15.4% 20 0 -20 Q3 19 Q4 1

  26. Slide 26: BA Vita – Markets and channels

    BA 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 26 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  27. Slide 27: BA Vita – net sales splits (2021)

    BA Vita – net sales splits (2021) SALES SPLIT BY BRAND SALES SPLIT BY CHANNEL SALES SPLIT BY GEOGRAPHY Others Iittala 22% 21% Asia-Pacific Direct 31% 38% Moomin 7% Europe 54% Indirect 21% 62% 13% Royal Copenhagen 15% Waterford Americas 16% Wedgwood 27 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  28. Slide 28: BA Terra

    BA Terra NET SALES AND COMPARABLE EBIT MARGIN KEY CATEGORIES EURm % 180 173 30 160 154 157 149 19.9% 20.5% 139 140 129 20 Gardening Outdoor Watering 17.0% 120 118 14.5% 113 112 108 98 11.7% 100 95 96 11.0% 10.7% 10 KEY BRANDS 80 7.0% 5.6% 4.8% 60 2.2% -0.8% 0 40 -2.8% 20 0 -10 Q3 19 Q4 19 Q1 20 Q2 2

  29. Slide 29: BA Terra – Markets and channels

    BA Terra – 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 29 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  30. Slide 30: BA Terra – net sales splits (2021)

    BA Terra – net sales splits (2021) SALES SPLIT BY BRAND SALES SPLIT BY CHANNEL SALES SPLIT BY GEOGRAPHY Direct Watering Asia-Pacific 1% 3% 17% Europe 39% Outdoor 17% 58% 66% Americas Gardening 99% Indirect 30 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  31. Slide 31: BA Crea

    BA Crea NET SALES AND COMPARABLE EBIT MARGIN KEY CATEGORIES EURm % 55 40 52 50 47 45 42 46 45 33.5% 44 43 42 40 40 Scissors Cooking 38 & creating 35 36 30 35 32 26.8% 25.9% 30 25.0% 23.2% KEY BRANDS 25 22.5% 22.5% 21.3% 20 19.9% 19.0% 20 15 16.9% 16.2% 10 12.3% 5 0 10 Q3 19 Q4 19 Q1 20 Q2 20 Q3 20 Q

  32. Slide 32: BA Crea – Markets and channels

    BA Crea – 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 32 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  33. Slide 33: BA Crea – net sales splits (2021)

    BA Crea – net sales splits (2021) SALES SPLIT BY BRAND SALES SPLIT BY CHANNEL SALES SPLIT BY GEOGRAPHY Direct Asia-Pacific 2% 6% Cooking 40% 48% 50% 60% 94% Scissors & Creating Americas Europe Indirect 33 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  34. Slide 34: Group seasonality balanced by portfolio

    Group seasonality balanced by portfolio NET SALES AND EBIT – QUARTERLY SPLIT SEASONAL FEATURES BY BUSINESS AREA 0% 25% 50% 75% 100% Vita Vita • Highest season in year-end holiday period • Seasonal pre-orders approx. one-third of the business; NET SALES Terra the rest from replenishment and DTC • Ord

  35. Slide 35: Financials

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2022 Appendices 35 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  36. Slide 36: Group net sales and profitability development

    Group net sales and profitability development EURm % 1,400 30 1,254 1,205 1,186 1,200 1,107 1,119 1,116 1,090 1,000 20 800 600 42.5% 43.2% 43.0% 43.4% 41.0% 40.5% 38.7% 10 400 200 0 0 2015 2016 2017 2018 2019 2020 2021 Net sales Gross margin 36 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  37. Slide 37: Profitability has improved

    Profitability has improved % EURm 180 168.8 25 160 140 136.8 20 119.0 121.7 120 107.1 13.5% 15 100 90.6 12.3% 75.7 10.9% 80 10.0% 12.3% 8.9% 8.3% 10 60 6.8% 9.8% 9.8% 8.7% 7.7% 7.1% 40 5 5.9% 20 0 0 2015 2016 2017 2018 2019 2020 2021 Comp. EBITA Comp. EBITA margin Comp. EBIT margin 37 NOVEMBER–DECEM

  38. Slide 38: Quarterly development – last 3 years

    Quarterly development – last 3 years NET SALES, EUR MILLION COMPARABLE EBIT, EUR MILLION 400 60 353 52 333 313 319 50 308 302 307 47 300 292 293 280 41 267 249 256 40 36 36 36 34 33 32 32 200 30 22 20 15 100 10 10 0 0 Q3 Q4 Q1- Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1- Q2 Q3 Q3 Q4 Q1- Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1- Q2 Q3

  39. Slide 39: On track with sales target - cost inflation burdening EBIT

    On track with sales target - cost inflation burdening EBIT and cash flow affected by inventory growth FINANCIAL TARGETS TRACKING FY FY LTM KPI TARGET 2020 2021 SEP 2022 NET SALES Organic, FX neutral Mid-Single-Digit growth z 3.4% 14.2% 8.0% EBIT Mid-teen EBIT margin (excl. IAC) by end of 2025 9.8% 1

  40. Slide 40: The Growth Strategy addresses all value creation levers

    The Growth Strategy addresses all value creation levers TSR DRIVERS • We secure profit growth through increased focus on Gross Margin improvement PROFIT GROWTH • OPEX fluidity to ensure funding of the strategic growth investments • We manage both short- and long-term profit improvement thru our tigh

  41. Slide 41: Net Sales

    Net Sales WINNING BRANDS, COUNTRIES AND CHANNELS SHARE OF FY NET SALES AND CONTRIBUTION TO FX NEUTRAL GROWTH OF 14.2% (VS. EXPECTED CONTRIBUTION TO STRATEGIC MSD GROWTH TARGET) FY 2021 NET SALES STRUCTURE BY WINNING …AND THEIR CONTRIBUTION TO THE 2021 GROWTH (VS. BRANDS, COUNTRIES AND CHANNELS… EXPE

  42. Slide 42: Profitability - OPEX

    Profitability - OPEX INVESTMENTS IN GROWTH BUILDING BLOCKS ARE FUNDED THRU FLUIDITY AND GROSS PROFIT IMPROVEMENT. CONTINGENCIES IN PLACE TO PROTECT THE BOTTOM LINE OPEX COMPONENTS (% OF NET OPEX LOGIC GROWTH • Sales expenses (incl. DTC) % SALES), ACTUAL VS. TARGET DRIVEN • Expected to follow topline

  43. Slide 43: Capital Expenditure

    Capital Expenditure FUND ALLOCATION FOLLOWS THE STRATEGIC ACCELERATION – DTC AND DIGITAL SHARE OF CAPEX TO INCREASE CAPEX DEVELOPMENT 2018 – 2021 TARGET 4.1 % of 3.7 % of 2.6 % of 2.7 % of ~4% of Net sales Net sales Net sales Net sales Net sales 20% 31% 30% Supply Chain 25% 25% 15% 13% 24% 17% DTC 1

  44. Slide 44: Free Cash Flow

    Free Cash Flow 2018 2019 2020 2021 137 137 118 118 224 224 221 221 30 57 46 40 20 33 178 124 26 114 18 36 174 59 64 95 47 13 3 Sources Uses Sources Uses Sources Uses Sources Uses Cash Flow from Operation Change in NWC CAPEX Cash Taxes Free Cash Flow 44 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  45. Slide 45: Balance Sheet

    Balance Sheet NET DEBT / LTM EBITDA Q4/2017 – Q4/2021 NET DEBT 31.12.2017 – 31.12.2021 3,0 261 3,0X 2,5 2,5X Target to remain below 2,3 2.3 2.5x 2.2 111 2.0 2,0X 1,8 1,7 148 144 145 1,6 135 1,5X 1.3 1.1 1.0 95 1,0X 0,9 112 0.8 0,7 150 0.6 0,6 0,5X 49 34 0,0X Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1

  46. Slide 46: Clear growth in dividend for 2021

    Clear growth in dividend for 2021 Base Dividend First dividend Extra Dividend Second dividend DIVIDEND PER SHARE (DPS) HISTORY 2009 –2021 Wärtsilä share EUR distribution 2.60 5.31 1.60 1.40 1.30 1.20 1.00 0.80 0.75 0.76 0.70 0.71 0.72 0.65 0.67 0.68 0.60 0.62 0.60 0.60 0.54 0.56 0.52 0.38 0.28 0.30

  47. Slide 47: Content Q3 2022

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2022 Appendices 47 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  48. Slide 48: Q3 2022 Net sales on a par with record-high comparison period

    Q3 2022 Net sales on a par with record-high comparison period, clearly higher than pre-Covid NET SALES, EUR MILLION Q3 2022 NET SALES BRIDGE, EUR MILLION +0.3% +0.2%* +0.3% +0.2%* 353 +3.5 -5.9 333 +2.8 313 319 291.8 -18.3 +18.5 292.0 +0.2 292.6 302 307 292 293 +3.4% 267 +2.0% -12.1% 249 Q3 Q3 Q4 Q1

  49. Slide 49: Q3 2022 Comparable EBIT flattish

    Q3 2022 Comparable EBIT flattish COMPARABLE EBIT (EUR MILLION) AND EBIT MARGIN (%) COMPARABLE EBIT BRIDGE, EUR MILLION EUR million % 60 20 Q3/22 vs. Q3/21 reported Q3/22 vs. Q3/21 adjusted 51.8 18 50 -0.8 +0.3 46.6 16 34.1 -1.1 +0.1 -1.5 +1.5 33.2 41.4 33.0 +0.2 35.7 14 40 36.0 36.3 34.1 33.2 12 32.

  50. Slide 50: Consolidated Q3 and 1-9 2022 income statement

    Consolidated Q3 and 1-9 2022 income statement Q3 AND YTD SEPTEMBER P&L KEY FIGURES, Key Takeaways EUR MILLION Q3 YTD Gross margin up 290bps (Q3) and 170bps (YTD) vs. 2022 2021 2022 2021 2021 Net sales 292.6 291.8 944.3 901.2 Comparable gross profit 131.2 122.5 421.3 387.0 • Structural change main dr

  51. Slide 51: Q3 and 1-9 2022 EBIT bridge

    51 Q3-2021 34.1 North American Watering -0.9 Business Adjusted 33.0 NOVEMBER–DECEMBER 2022 Translation FX Sales Ⓒ FISKARS GROUP Volume Q3 EBIT BRIDGE, EUR MILLION Price & Mix +0.2 Product Marketing SG&A Other Q3-2022 33.2 Q3 and 1-9 2022 EBIT bridge YTD Sep-2021 122.1 North American Watering -0.8 Bu

  52. Slide 52: Vita Q3 2022: Sales growth driven by Wedgwood

    Vita Q3 2022: Sales growth driven by Wedgwood NET SALES, EUR MILLION COMPARABLE EBIT (EUR MILLION) AND EBIT MARGIN (%) +4.8% +2.0%* EUR million % 200 187 40 20 171 15 31.9 150 134 140 30 10 121 127 24.9 24.5 24.6 111 116 5 108 100 20 0 14.4 12.4 12.2 -5 10.6 10.7 50 10 -10 -15 0 0 -20 Q3 Q4 Q1 Q2 Q3

  53. Slide 53: Terra Q3 2022: Good development with Gerber in the U.S. and gardening in Europe

    Terra Q3 2022: Good development with Gerber in the U.S. and gardening in Europe NET SALES, EUR MILLION COMPARABLE EBIT (EUR MILLION) AND EBIT MARGIN (%) EUR million -3.0% % +3.4%* 40 25 200 35.5 173 31.2 157 30 20 149 150 139 118 15 113 111 108 20 17.4 17 98 16 15.0 100 12.4 10 1.8 10 6.8 6.2 5.2 5

  54. Slide 54: Crea Q3 2022: Sales declined mainly due to Back-to-school season timing

    Crea Q3 2022: Sales declined mainly due to Back-to-school season timing NET SALES, EUR MILLION COMPARABLE EBIT (EUR MILLION) AND EBIT MARGIN (%) -5.5% EUR million % -12.1%* 60 15 13.9 35 52 50 47 11.7 30 46 11.3 11.4 41 44 42 43 38 10.0 25 40 36 10 8.3 8.1 8.1 20 30 5.7 15 20 5 10 10 5 0 0 0 Q3 Q4 Q

  55. Slide 55: Q3 2022 Net sales grew in Asia-Pacific, but declined in the Americas and Europe

    Q3 2022 Net sales grew in Asia-Pacific, but declined in the Americas and Europe NET SALES BY REGION, EUR MILLION SALES TOTAL, EUR MILLION DTC, EUR MILLION Comp. +0.3% Q3 2022 Q3 2021 Change +1.6% Change* +0.2%* -0.2%* 292 293 58 59 Europe 141.5 143.8 -1.6% -1.8% 42 Of which DTC 27.1 29.2 -7.1% -6.6%

  56. Slide 56: Q3/1-9 2022 Cash Flow affected by increased inventory levels

    Q3/1-9 2022 Cash Flow affected by increased inventory levels DISTRIBUTABLE CASH FLOW, EUR MILLION CHANGE IN LIQUIDITY, EUR MILLION Q3 YTD Sep Q3 YTD Sep 2022 2021 2022 2021 2022 2021 2022 2021 EBITDA 46 51 156 166 Cash Balance period opening 74 26 32 63 Non-cash adjustments -1 9 -16 9 Translation di

  57. Slide 57: Q3 2022 Balance Sheet: Working capital up due to inventories

    Q3 2022 Balance Sheet: Working capital up due to inventories, net debt/EBITDA in line with the target CAPITAL EMPLOYED, EUR MILLION FUNDING, EUR MILLION 30.9.22 30.9.21 31.12.21 30.9.22 30.9.21 31.12.21 GW and other intangible 506 486 489 Equity 846 793 816 PPE and biological assets 194 191 195 Inte

  58. Slide 58: Appendices

    Content Fiskars Group in brief Strategy Business Areas Financials Q3 2022 Appendices 58 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  59. Slide 59: Largest shareholders as of October 30, 2022

    Largest shareholders as of October 30, 2022 NUMBER OF % OF SHARES AND # SHAREHOLDER NAME SHARES VOTES 1 Virala Oy Ab 12,715,000 15.52 2 Turret Oy Ab 11,430,961 13.96 3 Holdix Oy Ab 10,165,537 12.41 4 Sophie Von Julins Stiftelse 2,556,000 3.12 5 Julius Tallberg Corp. 2,554,350 3.12 6 Gripenberg Gerda

  60. Slide 60: Shareholder structure as of October 30, 2022

    Shareholder structure as of October 30, 2022 Financial and NU MBER OF % OF SHARES 5,0% 1,6% insurance SECTOR SHARES AND VOTES 16,6% 7,1% corporations Financial and insurance Households corporations 13,608,641 16.62% Households 26,903,557 32.85% Non-financial corporations Non-financial corporations 3

  61. Slide 61: Leadership Team

    Leadership Team Nathalie Ahlström Jussi Siitonen Christian Bachler Charlene Zappa Tuomas Hyyryläinen CEO CFO Executive Vice President, Executive Vice President, Executive Vice President, Employed 2020 Employed 2021 Business Area Vita, Business Area Terra Business Area Crea Employed 2010 Employed 202

  62. Slide 62: Board of Directors

    Board of Directors 62 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  63. Slide 63: Cost of Goods

    Cost of Goods COGS TOTAL OWN PRODUCTION DIRECT MATERIAL 100% 100% 100% Logistics Plastics Inbound 75% 75% Direct Materials 75% Steel Sourcing Aluminium 50% 50% 50% Packaging Labour Inbound 25% 25% 25% Components Own production Energy Other Other 0% 0% 0% 63 NOVEMBER–DECEMBER 2022 Ⓒ FISKARS GROUP

  64. Slide 64: Calculation of financial indicators

    Calculation of financial indicators INDICATOR DEFINITION EBIT Operating profit Comparable EBIT Operating profit (EBIT) +/- items affecting comparability EBITDA + change in provisions + non-cash adjustments – capital expenditure +/- change Free Cash Flow in inventories, trade receivables and trade pa

  65. Slide 65: 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

  66. Slide 66: Thank you!

    Thank you!

Fiskars Group — Investor Presentation (December 2022) on 6ix