Brenntag Se · XETR:BNR
Brenntag — Investor Presentation (October 2025)
100 slides from Brenntag's investor presentation, October 2025
Slide 1: Investor Presentation
> BRENNTAG ntation
Slide 2: Investor Presentation agenda
Investor Presentation Investment Highlights Chemical Distribution Business Model Industry Dynamics FONE Corporate Strategy & Advanced Operating Model Brenntag Essentials Brenntag Specialties Sustainability Financials Q2 2025 Outlook © ONDA
Slide 3: Investment Highlights
Investment Highlights
Slide 4: Brenntag is the undisputed leader in a structurally expanding market
Brenntag is the undisputed leader in a structurally expanding market, delivering reliable earnings growth Our unique platform Delivering on our strategy Global leader with superior offering in attractive markets Unparalleled product portfolio, application know-how and innovation capabilities Unique
Slide 5: Two global divisions: Brenntag Specialties and Brenntag Essentials
Two global divisions: Brenntag Specialties and Brenntag Essentials Brenntag Specialties Brenntag Essentials EUR 1.2bn FY 2024 Op. Gross Profit 1,000’s Suppliers 70 |&ACs globally Highly specialized perform EUR 447m FY 2024 Operating EBITA ~100k Customers >400 Sites and value-added facilities ce chem
Slide 6: Highly diversified global footprint with around 600 sites in over 70 countries
Brenntag operates a highly diversified global footprint with around 600 sites in over 70 countries oot Phe, x Marke, ovpPlier, groducs, cvstome,, ( ) I] + lo io) . bd = LQ Global Serving multiple Several > 20,000” ~ 180,000 coverage industries thousand Largest geography Largest end market (Op. Gross
Slide 7: Track record of sustainable, resilient and accretive growth
Track record of sustainable, resilient and accretive growth Op. EBITA and ROCEY Hl op. BIT in EURm — ROCE CAGR Ge 22% m | 18% 151A 18% 17% 4 ¢— 18% BI 4 904, ——~_g—— er. 16% 16% 16% 9 17% 17% Se 1% 14% va % N\ “Toe 699 695 717 754 788 611 597 627 sig 872 399 398 325 2007 Financial IPO 2015 Crisis CO
Slide 8: M&A is a core part of the growth story
M&A is acore part of the growth story Compounding value creation over time” M&A since implementation of new operating model?) ay . S EUR ~6.2bn of acquired revenue QOveoua’® C KD clone 109 : LE. 9. sector (3 Lawrence a PRIME EMEA | | G)SOLVENTISutrun® B, wsegee industries [ j ~ > isiti Vv EUR ~3.9bn
Slide 9: Capital allocation framework
Capital allocation framework A Capital allocation framework Shareholder returns Leverage Reinvestment in the business through annual Capex of EUR 300-400m Cc ips = Capex guidance also including DiDEX investments Continued investment in value-generating bolt-on M&A where strategically attractive M&A
Slide 10: Our growth formula for 2027
Our growth formula for 2027 Key components contributing to our Op. EBITA CAGR Chemicals Growth multiplier market growth from outsourcing Group cost and M&A ici Contribution initiatives C in 2% 3% a Organic CAGR: 7-9% a Total CAGR: 10-12% 10
Slide 11: Overview Investment highlights
Overview Investment highlights renntag;: the undisputed an ent leader of the chemical distribution Au Two global market leaders with superior offering: Brenntag Specialties & Brenntag Essentials Trusted partner with access to global supply chains and ownership of last mile delivery Sound financial p
Slide 12: Chemical Distribution Business Model
Chemical Distribution Business Model
Slide 13: Distribution is an attractive and indispensable market
Distribution is an attractive and indispensable market, growing faster than chemical manufacturing id are outpacing manufacturing growth Distributors are an indispensable channel... Chemical suppliers Galles CAGR Reinforce suppliers’ strategy, e.g., brand proposition, value versus % Chemicat volume
Slide 14: Distributors perform a value-added function with economies of scale
Distributors perform a value-added function with economies of Know-how, Innovation & Sustainability Innovation & application development Drive suppliers’ and customers’ sustainability agenda BD BRENNTAG Purchase ' Sourcing from various suppliers, leveraging global scale and regional network Storing
Slide 15: Comparison of different ecosystem key constituents
Comparison of different ecosystem key constituents Business model Product portfolio Customer base Cost base Raw material prices Input / Output pricing 15 “What we are” BRENNTAG “What we are not” Chemical Producer Manufacturing Narrow Narrow Large Truckload and larger High intensity Narrow purpose Fi
Slide 16: Undisputed global leader in a highly fragmented distribution market
Brenntag is the undisputed global leader in a highly fragmented chemical and ingredients distribution market Chemical and ingredients distribution sales-based market share (%), 2023 Top 6 have 11% market share 89% [| | —— P| 100% ~5% —_ B BRENNTAG Univar IMCD Azelis Kolmar Sinochem Restofmarket Tota
Slide 17: Industry Dynamics
Industry Dynamics
Slide 18: Growth & leadership drivers aligned with industry trends
Brenntag growth & leadership drivers aligned with industry trends Industry trends Brenntag growth & leadership drivers 4 Continued outsourcing and increase of value-added Attractive distribution market with mid-term underlying sales services growth of 3 to 5% p.a.) Continued economic and geopolitica
Slide 19: Bifurcation of supplier & customer needs requires distinct business models
Bifurcation of supplier & customer needs requires distinct business models, making full-line value propositions obsolete Industrial Specialties A 19 Supplier needs = Broad global access to SME customers across industries = Capabilities & infrastructure to manage complexity ExxonMobil LyondellBasel <
Slide 20: Consolidation in chemical distribution has accelerated
Consolidation in chemical distribution has accelerated... Global chemical distribution market sales Number of deals executed by Top 50 chemical distributors @ Top 50 players have gained 10%-points market share over last 5 years Trend supported by 70% more M&A activity 2017 2022 2017-2019 2022-2024 O
Slide 21: Larger and more specialized platforms and new ownership models
... with larger and more specialized platforms and new ownership models Market share of Global Chemical Distribution Players 2023” Brenntag is proactively Industrial Cace2s-27 Specialty) | so% A participating in shaping the industry 204 220 dp M&A is a key strategic pillar to Brenntag Vj Y) oom | ||
Slide 22: Corporate Strategy & Advanced Operating Model
Corporate Strategy & Advanced Operating Model
Slide 23: Transformation journey initiated in 2020
Brenntag is continuing its transformation journey initiated in 2020 Before 2020 2020-2022 2022+ 2027+ CEO change to initiate Path to Horizon 3 transformat I “Strategy to win” . | “Project Brenntag” * Differentiated divisional : * One Brenntag with two “Legacy Model” Sigs accelerating organic differe
Slide 24: Distinct, high performing businesses aligned with business drivers
Distinct, high performing businesses aligned with business drivers and market requirements Brenntag Essentials Brenntag Specialties S Business steered by Regions S Business steered by Global End Markets Regional Segments”) Customized soluti Global Industry ww .. ustomized solutions Segments?) 24 Cos
Slide 25: Brenntag Essentials: Unleashing the true potential of the platform
Brenntag Essentials: Unleashing the true potential of the platform fa mr Resilient and structurally growing Last Mile Service Operations excellence nw! Unleashing Brenntag Essentials’ true potential Global Sourcing and Interregional Optimization Regional Sourcing and Supply Chain Services Supply cha
Slide 26: Brenntag Specialties: Power to perform
Brenntag Specialties: Power to perform fi &5 “| mw Optimizing Closing BSP’s Delivering BSP’s platform performance gap consistent growth Focused M&A to Expand margins Prioritize cost base Drive product Leverage value shift portfolio adjustment portfolio added services towards Life management Science
Slide 27: Accelerating ongoing initiatives and resetting the cost base
Accelerating ongoing initiatives and resetting the cost base Some measures ‘overlapping G&A operating model & function redesign End-to-end in ct spend management Supply chain cost reduction Streamlining of overhead structure Cost synergies from portfolio shift: more efficient, go-to-market approach
Slide 28: Brenntag Essentials
Brenntag Essentials u Resilient and ‘ structurally growing >| Unleashing Brenntag Essentials’ true potential >) M&Aasan accelerator =, BRENNTAG
Slide 29: Essentials operates in a highly attractive, globally growing market
ma~ © Brenntag Essentials operates in a highly attractive, globally growing market Increasing outsourcing Structurally growing market globally Fragmented market structure Nw! and demand for Global industrial chemical distribution CAGR Global chemical distribution players market share”) reduced compl
Slide 30: Essentials is a market leading, global and diversified platform
ma~ © Brenntag Essentials is a market leading, global and diversified platform ~ 0, Global Market Leader FY24 Op. Gross Profit Average Cash Conversion”) >70 >10 million >80% Global reach Countries Transactions per year of global chemicals demand covered with same day delivery End markets Regionally
Slide 31: Essentials is resilient and structurally growing
® > a Brenntag Essentials is resilient and structurally growing Growth through the cycle... ... With Low volatility Last 10 years growth evolution 45% parame, 37% ) @ Typical chemical ° og ae producers sales >15% Number of years , 35% of growth « U \ Commodity 25% ' chemicals market sales 15% Indust
Slide 32: The 'triple' business model caters to customer and supplier needs
ma~ © The ‘triple’ business model caters to the needs of our customers and supply partners and provides unique network optionalities Our business model Value chain Business partner needs Customers Supply partners . r Access to Market reach Global Sourcing Bue a rd products and and Interregional worl
Slide 33: Unleashing the true potential of the platform
Unleashing the true potential of the platform Op. EBITA uplift 1 a | VY a FY23E Portfolio shift FY23E Volume growth Inflation Drive last mile Strengthen Leverage global FY27E Targeted (Prior to PS) (Post PS) and market operational regional sourcing and M&A normalization excellence sourcing and netwo
Slide 34: Driving last-mile operational excellence
q ® 1 Unleashing the true potential of the platform: Driving last-mile operational excellence * Establish common last mile service operations globally with full responsibility for last mile P&L Operations optimization = Common performance framework for customer service, supply chain, operational & f
Slide 35: Strengthening regional sourcing and supply chain services
2 ® ? Unleashing the true potential of the platform: Strengthening regional sourcing and supply chain services epee ee: * Increase regionally sourced product catalogue and steer portfolio towards ndemand forecasting sustainable products ustainable proc Toligates = Expand regional supply chain capabi
Slide 36: Interregional optimization to tap into network optionalities
@ 36 2 ® 3 Unleashing the true potential of the platform: Interregional optimization to tap into network optionalities Key initiatives Market intelligence team monitors producer actions, trade flows and pricing, using insight and digital for supply decisions Global interregional optimization uses pr
Slide 37: Disciplined and targeted M&A strategy will drive further growth
4. Disciplined and targeted M&A strategy will drive further growth and margin upside Highlighted examples Disciplined M&A strategy = Targeted M&A strategy criteria: Uv Create leading market positions in attractive markets Ss Invest into access to infrastructure @ Acquire digital and data services bu
Slide 38: Brenntag Specialties
Brenntag Specialties Optimizing BSP’s platform Closing BSP’s performance gap Delivering consistent growth P, BRENNTAG
Slide 39: Strengthening BSP's operating model and increasing divisional autonomy
Strengthening BSP’s operating model and increasing divisional autonomy Shift from geographical to global industry business unit steering EMEA Pollet) Americas steering APAC Group shared Shared Support t Supply Chain functions fonetio between BES unction & BSP » Coatings, Adhesives, Sealants and Elas
Slide 40: Accelerating BSP's performance to deliver higher organic growth
nw Accelerating BSP’s performance to deliver higher organic growth and profitability, with further upside from M&A Op. EBITA Conversion Margin (%) 3 43-45% — 2 [| 38-40% bl — — FY23E Portfolio shift FY23E Price and ? Cost-out /? Portfolio? Value-added FY27E (Prior to PS) (Post PS) margin efficiency
Slide 41: Actively managing pricing and margins to improve profitability
1 Actively managing pricing and margins to improve profitability Illustrative example: Pricing strategy optimization?) Identifying individual pricing Average Selling Price (EUR) requirements . 4 Bronze / Low @ Bubble size is reflective Optimizing pricing © Bronze / Medium \ of GP value strategies =
Slide 42: Cost-out program to underpin structural margin improvement
Cost-out program to underpin structural margin improvement VY Joint cost-out projects and ability to structure SLAs at arm’s length Upgrading salesforce efficiency Digital support from new BSP with dedicated supply Optimize usage of Group Enhancing go-to-market Transportation Management chain capabi
Slide 43: Driving further growth through enhanced product mix
3 Driving further growth and profitability through enhanced product mix Fill white spots through Focus on Develop own strategic supplier partnerships specialty products branded products and leverage global sourcing Improve product portfolio Fewer non-branded Leverage ‘accelerators’ in line with mark
Slide 44: Further scale value-added services with customers and suppliers
Further scale value-added services with customers and suppliers Application and innovation support Regulatory services Re-packing Mixing and blending Upgraded and specialized Scaled-up global network of Advanced capabilities Increase own-brand offering I&AC footprint by investing in industry-focused
Slide 45: Strengthening BSP's footprint and capabilities through M&A
5 Strengthening BSP’s footprint and capabilities through M&A 2023 2027 M&A objectives EMEA NA LATAM APAC China EMEA NA LATAM APAC_ China Add scalable capabilities in high growth areas Accelerate market entry in APAC across all segments a Increase presence BSP Presence HB Market leader in all subsegm
Slide 46: Strong M&A track record with significant pipeline
5 Strong M&A track record with significant pipeline Selected acquisitions from 2018 - 2023 EUR 1.2bn¢+ in acquired sales 20 si © CoLony Gums” r= Turkiye Cc.) Hill © Subir Sem = Business 2023 Blending solutions ~EUR 40m 2023 Nutrition ~EUR15m i iia 1¢ RAVENSWOCO @ || Betz @ 2023 Blending solutions ~E
Slide 47: Unique end market strategies for structurally attractive growth markets
& ~ By Unique end market strategies to capture potential of structurally attractive growth markets and strengthen leadership positions a) Operational Mix Evolution After portfolio shift? 9 Globally leading Strongtechnical Growth track record in Technical expertise, innovation and expertise and broad
Slide 48: Global network of Innovation & Application Centers
& ~ By Connecting the most comprehensive global network of Innovation & Application Centers to drive growth @ # of I8ACs I&AC by end market Material f Science Life Science North America @ fear gaitic Strategy to optimize network ay Enhance global connectivity 70 I&ACs g Scale innovation capabilities
Slide 49: Sustainability
Sustainability
Slide 50: "Future Sustainable Brenntag" picture
Based on our strengths and high ambitions, we developed a “Future Sustainable Brenntag” picture Responsible distribution ... ... of sustainable chemicals and ingredients av Brenntag’s operations & suppliers =) dw Brenntag’s products & services Climate protection Strive for zero CO, emissions Certifi
Slide 51: We continue to lead the sustainability agenda with key initiatives
a) We continue to lead the sustainability agenda with key initiatives in place Reduce footprint & Ww GHG emissions tracking 24 projects in 2024 ss $ Financial Carbon fund support for new Budget of projects ~EUR 6.6m in 2024 Product carbon footprint 51 Value-added services A Customers . BRENNTAG fy P
Slide 52: Key mid-/long-term targets in six focus areas
Key mid-/long-term targets in six focus areas addressing the UN SDGs Focus areas Mid- to long-term targets 2025 - 2027 2030 - 2050 Climate protection & emissions reduction Resource efficiency & circular economy Environment Annual glob ement survey (2024-2( anning and ntation of a our enti mgmt. belo
Slide 53: Commitment to net-zero GHG emissions across the value chain by 2050
Brenntag commits to reach net-zero GHG emissions across the value chain by 2050 (a ») SCIENCE CO, Emissions in 2024 Main contributor to CO, Emissions development) (A\. } BASED in thousand tonnes reduction in thousand tonnes ASS TARGETS ™ Scope 1 @ Scope 3 ™ Scope 2 1 1 1 Scope 1 186 Company faciliti
Slide 54: Brenntag with leading ESG position
Brenntag with leading ESG position Memberships we ae UN and initiatives Global Compact B BRENNTAG Sector average ) SUSTAINALYTICS Risk Rating”: 12.6 (low risk) a) i ABUT Valuable 500 Responsible “Together for Global inclusion Care/Distribution Sustainability” initiative program initiative The Valuab
Slide 55: Financials Q2 2025
Financials Q2 2025 Ker B
Slide 56: Highlights Q2 2025
Highlights Q2 2025 SALES EUR 3.9 bn -4.1% vs. PY (fx adj.) EPS EUR 0.30 Impacted by special items and one-time non-operating effects OPERATING GROSS PROFIT EUR 974m -1,9% vs. PY (Fx adj.) BUSINESS ENVIRONMENT High economic & geo- political uncertainty Impacting business sentiment OPERATING EBITA EUR
Slide 57: Q2 2025 Strategy update and economic environment
Q2 2025 Strategy update and economic environment &b Economic environment > Muted customer sentiment leading to overall slowdown in demand > High degree of economic uncertainty driven by geopolitical tensions and unresolved global tariff discussions v A Uv Strategy update Focus on leveraging business
Slide 58: Financials Q2 2025: Development of selected income statement figures
Financials Q2 2025: Development of selected Income statement figures Sales ~4.1% Q2 2024 InEURm Q2 2025 Operating Gross Profit Operating expenses 3.3% ~15 Kley ~-30 joc Organic OPEX Bg i "a Q2 2024 M&A FX Underl. OPEX Q22025 In EURm OPEX cost-out Operating EBITDA/EBITA “1.9% 10.4% 13.9% 386 — 974 29
Slide 59: Financials Q2 2025: Income statement
Financials Q2 2025: Income statement in EURMm f 2.2025 | Q22024 A AFX adjusted Sales 3,869.4 4,176.3 -7.3% 4.1% Cost of materials -2,895.1 -3,147.2 -8.0% - 974.3 1,027.9 5.2% -1.9% Operating expenses -640.3 -641.9 -0.2% 3.3% 334.0 386.0 -13.5% -10.4% Depreciation -87.6 -88.9 -1.5% 1.5% 246.4 297.4 -
Slide 60: Financials Q2 2025: Operating EBITA bridges
Financials Q2 2025: Operating EBITA bridges” Operating EBITA growth in EURm 13.9% 2 -46 _[ | Q2 2024 FX translation M&A Organic Q2 2025 contribution growth FX translation Hi M&A contribution Operating EBITA growth by division inEURm -13.9% 7 -11.2% -13.1% CS =7 1 Q2 2024 Brenntag Brenntag Group and
Slide 61: Financials Q2 2025: Brenntag Specialties and Brenntag Essentials
Financials Q2 2025: Brenntag Specialties and Brenntag Essentials Operating EBITA growth vs. PY Essentials Specialties NORTH AMERICA EMEA -11.3% -17.3% LATIN AMERICA APAC +58.6% -55.2% Life Science Material Science -7.6% -16.9% Global end markets Global end markets Rubber & Polymers Lubes & Perf. Flu
Slide 62: Financials Q2 2025: Segments
Financials Q2 2025: Segments inEURm Operating Gross Profit? Specialties Life Science 196.9 Specialties Material Science 78.5 Specialties Other 2.8 Essentials EMEA 241.1 Essentials North America 369.2 Essentials Latin America 46.8 Essentials APAC 36.2 Essentials Transregional 2.8 : Note: The differen
Slide 63: Financials Q2 2025: Free cash flow
Financials Q2 2025: Free cash flow in EURm Q2 2025 Payments to acquire intangible assets and property, plant and equipment -66.0 A Working capita -73.4 Principal and interest payments on lease liabilities -41.,7 Free cash flow 162.9 Working capital turnover (annualized)?) 74x Based on average fx. ra
Slide 64: Financials Q2 2025: Cash flow statement
Financials Q2 2025: Cash flow statement Profit after tax 43.2 151.3 Effect from IAS 29 on profit/loss after tax 0.2 -0.6 Depreciation & amortization 197.2 105.9 Income tax expense 39.4 64.7 Income taxes paid -66.0 -76.1 Net interest expense 34.8 32.5 Interest paid -23.6 (thereof interest paid for le
Slide 65: Financials Q2 2025: Cash flow statement (continued)
Financials Q2 2025: Cash flow statement (continued) inEURe a2 2024 Proceeds from the disposal of consolidated subsidiaries and other business units less costs to sell 19.3 - Proceeds from the disposal of other financial assets Proceeds from the disposal of intangible assets and property, plant and e
Slide 66: Financials Q2 2025: Working capital
Financials Q2 2025: Working capital in EURm Inventories 1,479.4 + Trade receivables 2,300.4 ./. Trade payables 1,634.2 Working capital (end of pe: 2,145.6 Working capital turnover (annualized)?) 74x a 2) Based on fx. effects as of end of respective reporting period and incl. M&A 66 31 Mar 2025 1,544
Slide 67: Outlook
Outlook
Slide 68: Outlook 2025
Outlook 2025 Operating EBITA FX impact Tax rate: CAPEX | Comments FY 2025 Outlook EUR 950 million to EUR 1,050 million” Average FY 2025 EUR/USD: ~1.13 (2024: ~1.08) Sensitivity (FY basis): Delta of EUR/USD +/- 1 cent = EUR ~ -/+ 5-7m operating EBITA Tax rate: 35-37% due to one-time effects in 2025.
Slide 69: Brenntag Group 2027 organic growth and profitability targets
Brenntag Group 2027 organic growth and profitability targets Brenntag Brenntag Brenntag Group Essentials Specialties Operating Gross Profit CAGR 4-7% 4-6% 5-7% Operating EBITA CAGR 7-9% 5-7% 7-9% Operating EBITA Conversion Ratio 35-37% 32 - 34% 43 - 45% One-off costs: DiDEX and SAP implementation (i
Slide 70: Appendix
Appendix
Slide 71: Company history
1874 1966 Philipp Mühsam Brenntag becomes founded agricultural international (Belgium) 2020 trading business Horizon 1 Project Brenntag 2006-2010 Private-Equity 1920s owned by BC 2022 Launch of Partners Horizon 2 the gasoline 2010 Strategy to Win business IPO 2008 1881 Entry into APAC 2023 Entry int
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Slide 73: Current remuneration system of the Board of Management
Current remuneration system of the Board of Management ILLUSTRATIVE inary Payout Amount (0-200 t amount) 60% 20% 20% _ ble Individual performance ice Remuneration r (0.8x - 1.2x) - 2 (= 25-3 Organic op. + Working Capital + Earnings annually by the s Annual Cash Bonus amount EBITA?) Turnover?) per sh
Slide 74: ESG: Safety and Diversity
ESG: Safety and Diversity Group Accident Rate TRIR®-2) 42 4 3.2 34 : 27g 2.6 Target : 7 I | I 1 1 | I | I | I 1 iT 1 i 1 iT 1 i 1 Diversity - Key figures?) Targets 2023 Proportion of women in the Supervisory Board At least 33.3% by 2026 Proportion of women in the Board of Management At least 20% by
Slide 75: 2024 ESG target achievement
2024 ESG target achievement 2024 results Objective Reference to mid-/long-term target Significantly decrease risks on human rights in Define preventive measures for all (>95%) Phanmneloeconicchcant suppliers with high risk profile / engage >95% >95% | Allsuppliers are covered by risk management pply
Slide 76: 2025 ESG Scorecard
2025 ESG Scorecard Governance Soci Environment Objective Incorporating expanded social and environmental criteria into strategic procurement processes Drive sustainable solutions growth to support customer needs Further strengthen sustainability into the Brenntag culture KPI Procurement process: Dev
Slide 77: DiDEX: Digital.Data.Excellence.
DiDEX: Digital.Data.Excellence. Becoming easiest Unlocking value Creating a scalable to do business with from our data technology platform Excellence through harmonized, Modular architecture, cloud first, industry-leading processes Data- and Al-driven real-time API first, and security-embedded and o
Slide 78: Financials 6M 2025: Income statement
Financials 6M 2025: Income statement Sales Cost of materials Operating Gross Profit Operating expenses Operating EBITDA Depreciation Operating EBITA Net income / expense from sp. items EBITA Amortization and impairments EBIT Financial result EBT Profit after tax 6M 2024 8,178.9 ~6,165.1 2,012.3 -1,2
Slide 79: Financials 6M 2025: Segments
Financials 6M 2025: Segments inEURm Operating Gross Profit? Specialties Life Science 406.0 Specialties Material Science 169.7 Specialties Other 7.5 a N al ic) Brenntag Specialties Essentials EMEA 495.2 Essentials North America TAT Essentials Latin America 98.8 Essentials APAC 73.8 Essentials Transre
Slide 80: Financials 6M 2025: Operating EBITA bridges
Financials 6M 2025: Operating EBITA bridges” Operating EBITA growth Operating EBITA growth by division in EURm in EURm -7.1% -6.2% -8.6% -7.1% 2 a i: el -59 ae} =. 6M 2024 FX translation M&A Organic 6M 2025 6M 2024 Brenntag Brenntag Group and 6M 2025 contribution growth Specialties | Essentials Regi
Slide 81: Financials 6M 2025: Cash flow statement
Financials 6M 2025: Cash flow statement in EURm 6M 2024 Profit after tax 295.0 Effect from IAS 29 on profit/loss after tax 04 Depreciation & amortization 200.4 Income tax expense 126.0 Income taxes paid -127.7 Net interest expense 87.4 Interest paid -48.4 (thereof interest paid for leases) (-10.4) I
Slide 82: Financials 6M 2025: Cash flow statement (continued)
Financials 6M 2025: Cash flow statement (continued) in EURm 6M 2024 Proceeds from the disposal of consolidated subsidiaries and other business units less costs to sell - Proceeds from the disposal of other financial assets - Proceeds from the disposal of intangible assets and property, plant and equ
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Slide 94: Balance sheet overview
Slide 95: Balance sheet and maturity profile
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Slide 97: Performance Indexed (Jan. 1st 2021 = 100)
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Slide 98: Click to view current consensus
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