Brenntag Se · XETR:BNR
Brenntag — Investor Presentation (March 2025)
90 slides from Brenntag's investor presentation, March 2025
Slide 1: Brenntag
> BRENNTAG
Slide 2: Investor Presentation agenda
Investor Presentation Investment Highlights Chemical Distribution Business Model Industry Dynamics Horizon 1-3: Transformation Journey Brenntag Essentials Brenntag Specialties Sustainability Financials FY 2024 Outlook Pp MPMNOarFoN Pp
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 78 |&ACs globally Highly specialized perform: EUR 447m FY 2024 Operating EBITA ~100k Customers >400 Sites and value-added facilities edient
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 ge Phas, go Markey, eupPlier, groducs, cvstome,, ( ) I] + lo io) . bd = LQ Global Serving multiple Several > 20,000” ~ 180,000 coverage industries thousand Largest geography Largest end market (Op. Gro
Slide 7: Track record of sustainable, resilient and accretive growth
Track record of sustainable, resilient and accretive growth Op. EBITA and ROCEY Hl op. EsiTA in EURm — ROCE CAGR Ge 22% m | 18% 151 18% 17% °% ¢— 18% 49% =m —s_ 16% 16% 16% Pad 9 1.26 14% 17% 17% 14% 9 ee NX 14% Ao 5B 1.082 699 695 717 754 788 611 597 627 sig 872 399 398 325 2007 Financial IPO 2015
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’® O KD clone 109 : LE. 9. sector (3 Lawrence a PRIME EMEA | | G)SOLVENTISutrun® B., wseges industries [ j ~ > isiti Vv EUR ~3.9b
Slide 9: Capital allocation framework
Capital allocation framework As Capital allocation framework Shareholder returns Leverage Reinvestment in the business through annual Capex of EUR 300-400m Capex ; . nny Capex guidance also including DiDEX investments Continued investment in value-generating bolt-on M&A where strategically attractiv
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 ani ent leader of the c cal 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 pro
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 B BRENNTAG Purchase ' Sourcing from various suppliers, leveraging global scale and regional network Storing a
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 “What we are” BRENNTAG “What we are not” Chemical Producer Manufacturing Narrow Narrow Large Truckload and larger High intensity Narrow purpose Fixed
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 Tot
Slide 17: Industry Dynamics
Industry Dynamics
Slide 18: Growth and 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 and customer needs requires distinct business models
Bifurcation of supplier & customer needs requires distinct business models, making full-line value propositions obsolete Supplier needs = Broad global access to SME customers across industries * Capabilities & infrastructure to manage complexity Industrial ExxonMobil LyondellBasel <> = Exclusive dis
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 T
Slide 21: Larger, 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 tace23-27 Specialty? cage 23-27 participating in shaping the industry 204 M&A is a key strategic pillar to Brenntag \ __] || _] _ a =
Slide 22: Horizon 1-3: Corporate Strategy & Advanced Operating Model
Horizon 1-3: Corporate Strategy & Advanced Operating Model
Slide 23: Continuing the 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 Ewout van Jarwaarde Dr. Christian Kohlpaintner = ThomasReisten Michael Friede Chief Executive Officer Chief Executive Officer Chief Financial Officer Chief Executive Officer Brenntag Essentials As of 18t April
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 wl Unleashing Brenntag Essentials’ true potential Global Sourcing and Interregional Optimization Regional Sourcing and Supply Chain Services Supply chai
Slide 26: Brenntag Specialties: Power to perform
Brenntag Specialties: Power to perform &X . f4 S53 wn) ny 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 S
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 appro
Slide 28: Brenntag Essentials
13 At a = " = = oF ee ! v | wo = foe (p ae | j ‘ N = a. : ~ ‘Kg = = : ae san, parca = phn | . hae u Resilient and ’ structurally growing Bren ntag Esse ntials = Unleashing Brenntag Essentials’ true potential $7 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 . . of global chemicals demand Countries Transactions per year covered with same day delivery End markets Regiona
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% 2013-21 avg. C 37% ) C sax ) Typical chemical 5 og ae producers sales >15% Number of years , 35% of growth « U \ Commodity 25% ! chemicals market sal
Slide 32: The 'triple' business model caters to customers and supply partners
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 v 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 Tollgates Sustainability © = Expand regional supply chain capab
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
4. Disciplined and targeted M&A strategy will drive further growth and margin upside High! id examples Disciplined M&A strategy = Targeted M&A strategy criteria: Uv Create leading market positions in attractive markets Ss Invest into access to infrastructure g Acquire digital and data services busin
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 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% — 38-40% — — — FY23E Portfolio shift FY23E Price and ? Cost-out /? Portfolio? Value-added FY27E (Prior to PS) (Post PS) margin efficiency manage
Slide 41: Actively managing pricing and margins
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 @ BubbIe size is reflective Optimizing pricing © Bronze / Medium \ of GP value strategies == T
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 capab
Slide 43: Driving 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
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 ji (¢ © RAVENSWOCO @ || Bats @ 2023 Blending solutions ~
Slide 47: Unique end market strategies
& ~ 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 Strong technical Growth track record in Technical expertise, innovation and expertise and broa
Slide 48: Most comprehensive 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 Science Life Science North America @ fea gaitic Strategy to optimize network ay Enhance global connectivity 78 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 =y> Brenntag’s operations & suppliers ib) ae) Brenntag’s products & services Climate protection Circular economy ere zero COz orie
Slide 51: Leading the sustainability agenda with key initiatives
ra) We continue to lead the sustainability agenda with key initiatives in place Reduce footprint © 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 61 Value-added services A Customers . BRENNTAG fag PC
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: Net-zero GHG emissions across the value chain by 2050
Brenntag commits to reach net-zero GHG emissions across the value chain by 2050 saat . , . - SCIENCE CO, Emissions in 2024 Main contributor to CO, Emissions development) A ) BASED in thousand tonnes reduction in thousand tonnes LW TARGETS ™ Scope 1 @ Scope 3 H Scope 2 1 1 1 Scope 1 186 Company facil
Slide 54: Brenntag with leading ESG position
Brenntag with leading ESG position = 3, . os Memberships & Ye Ossian Yayable and initiatives UN Responsible “Together for Global inclusion DAX60 DAX30 DAXESG Reporting is Near-term and Global Care/Distribution Sustainability” initiative ESG ESG Target —_ prepared by fully net-zero targets Compact pr
Slide 55: Financials FY 2024
Financials FY 2024 Ker B
Slide 56: Highlights FY 2024
Highlights FY 2024 SALES EUR 16.2 bn -3.2% vs. PY (fx adj.) EPS EUR 3.71 FY 2023: EUR 4.73 OPERATING GROSS PROFIT EUR 4.0 bn -0.2% vs. PY (fx adj.) DPS PROPOSAL EUR 2.10 FY 2023: EUR 2.10 OPERATING EBITA EUR 1,102 m -12.5% vs. PY (Fx adj.) BUSINESS ENVIRONMENT Challenging Markets Continued intense c
Slide 57: FY 2024 Strategy Update
FY 2024 Strategy Update oy Main Achievements Further successful execution of Horizon 2 Strategy Targeted disentanglement in areas with the highest value creation and differentiation potential SA Prudently managing cost base and executing cost containment measures SA DiDEX well on track an Division u
Slide 58: Cost-out and DiDEX update
Cost-out and DiDEX update Recap Cost-out and DiDEX parameters Cost-out progr EUR ~300 m one-off cost for cost-out and @ One-off costs to achieve cost containment and disentanglement targeted disentanglement ~ * e| © ‘ : 4 (reported below Op. EBITA) EUR ~50 m in 2024, EUR ~100 m expected for 2025 ° .
Slide 59: Financials FY 2024: Income statement
Financials FY 2024: Income statement in EURM FY 2023 nN AFX adjusted Sales 16,237.4 16,815.1 -3.4% -3.2% Cost of materials -12,212.0 -12,773.3 44% 4.2% 4,025.4 4,041.8 0.4% -0.2% Operating expenses -2,568.6 -2,457.2 45% 47% 1,456.8 1,584.6 -8.1% -7.8% Depreciation -354.9 -319.6 11.0% 11.0% 1,101.9 1
Slide 60: Financials FY 2024: Brenntag Specialties
Financials FY 2024: Brenntag Specialties Operating EBITA growth vs. PY Stable volumes in combination with slightly lower Gross Profit per unit Life Science Material Science -9.0% -8.4% ) { 7 G : All business units in Life Science except B&C saw negative operating CASE” & Construction Gross Profit de
Slide 61: Financials FY 2024: Brenntag Essentials
Financials FY 2024: Brenntag Essentials Operating EBITA growth vs. PY Positive volume developments offset lower Gross Profit per unit NORTH AMERICA EMEA Operating Gross Profit of EUR 2,852 m, an increase of 0.2% vs. PY = 9, cq 0, 10.0 Yo 12.6 %o Operating EBITA of EUR781 m, a decrease of 14.1% vs. P
Slide 62: Financials FY 2024: Operating EBITA bridges
Financials FY 2024: Operating EBITA bridges” Operating EBITA growth in EURm -13% 5 si | -189 FY 2023 FX translation M&A Organic FY 2024 contribution growth FX translation HI M&A contribution Operating EBITA growth by division inEURm -14% -13% | FY 2023 Brenntag Brenntag Group and Specialties Essenti
Slide 63: Financials FY 2024: Segments
Financials FY 2024: Segments inEURm Operating Gross Profit? FY 2023 Specialties Life Science 829.9 843.3 Specialties Material Science 325.4 328.7 Specialties Other 17.9 25.9 41732 1,197.9 Essentials EMEA 994.7 986.4 Essentials North America 1,536.8 1,532.9 Essentials Latin America 166.6 162.5 Essent
Slide 64: Financials FY 2024: Free cash flow and ROCE
Financials FY 2024: Free cash flow and ROCE in EURM FY 2023 Aabs. 0% Payments to acquire intangible assets and property, plant and equipment -342.2 -321.1 -21.1 6.6% A Working capital -45.8 608.7 -654.5 -107.5% Principal and interest payments on lease liabilities -176.2 -160.2 -16.0 10.0% Working ca
Slide 65: Financials FY 2024: Cash flow statement
Financials FY 2024: Cash flow statement inEURm Profit after tax Effect from IAS 29 on profit/loss after tax Depreciation & amortization Income tax expense Income taxes paid Net interest expense Interest paid (thereof interest paid for leases) Interest received Dividends received Changes in working c
Slide 66: Financials FY 2024: Cash flow statement (continued)
Financials FY 2024: Cash flow statement (continued) in EURm FY 2024 FY 2023 Proceeds from the disposal of consolidated subsidiaries and other business units less costs to sell - 8.1 Proceeds from the disposal of other financial assets 0.4 Proceeds from the disposal of intangible assets and property,
Slide 67: Financials FY 2024: Working capital
Financials FY 2024: Working capital in EURm Inventories 1,518.4 + Trade receivables 2,282.5 ./. Trade payables 1,661.6 Working capital (end of pe: 2,139.3 Working capital turnover (annualized)?) 7.6x a 2 Based on fx. effects as of end of respective reporting period and incl. M&A 67 30 Sep 2024 1,514
Slide 68: Outlook
Outlook
Slide 69: Outlook 2025
Outlook 2025 Brenntag Group FX impact Tax rate: CAPEX | Comments FY 2025 Outlook EUR 1,100 million to 1,300 millionYEBITA EUR/USD: ~1.05 (2024: ~1.08) Sensitivity (FY basis): Delta of EUR/USD +/- 1 cent = EUR ~ -/+ 10 m operating EBITA Tax rate: 28-30% EUR ~300 m Brenntag expects a challenging busin
Slide 70: 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 71: Appendix
Appendix
Slide 72: Company history timeline
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 74: 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 5 Remuneration - . . . r (0.8x - 1.2x) - $s (= 25-30% Organic op. + Working Capital + Earnings annually by the s Annual Cash Bonus amount EBITA?) Turnover
Slide 75: ESG: Safety and Diversity
ESG: Safety and Diversity Group Accident Rate Diversity - Key figures”) TRIRD:2 Targets 2023 Proportion of womeninthe At least 33.3% 5 Supervisory Board by 2026 iv) 33.3% 42 4 3,2 - 3,1 Proportion of womeninthe At least 20% by S 0, 27 26 2.6 Target Board of Management 2026 (v) ee 25.0% : < 2.35 A A
Slide 76: 2024 ESG target achievement
2024 ESG target achievement Objective Significantly decrease risks on human rights in Define preventive measures for all (>95%) 2024 results Reference to mid-/long-term target tho whole supply chain suppliers with high risk profile / engage >95% @ = >95%] + All suppliers are covered by risk manageme
Slide 77: 2025 ESG Scorecard
2025 ESG Scorecard Governance Soci Environment Objective Incorporating expanded social and environmental criteria into strategic procurement processes Drive sustainable solutions growth to support customer needs Further strengthen sustainability into the Brenntag culture KPI Procurement process: Dev
Slide 78: DiDEX: Digital.Data.Excellence.
DiDEX: Digital.Data.Excellence. Becoming easiest Unlocking value Creating a scalable to do business with from our data technology platform Excellence through harmonized, Modular architecture, cloud first, industry-leading processes Data- and Al-driven real-time API first, and security-embedded and o
Slide 79: Sound financial profile
Sound financial profile: Compounding growth track record and resilience @ 7 Sales (EUR bn) CAGR (46.8%) 19,4 98 10,0 103 10; 2 29 ond AD = DO Sse¢sgaggEegeese8 ss 8555 58 SHS &® & & RF RF RKKRA Operating EBITA (EUR m) 519 572 S11 596 G28 kK 2 2oexnan ma + Y O ss 8383 S83 5 3 8 S$S$ 8S 55 5 555 8 a a
Slide 80: Cash flow: Strong cash generation
Cash flow: Strong cash generation over the past years in EURm Ply =82023 «2022 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 Op. EBITDA 1,456.8 1,584.6 1,808.6 1,344.6 1,057.7 1,001.5 875.5 836.0 810.0 807.4 726.7 696.8 707.0 CAPEX -342.2 -321.1 -267.2 -199.3 -201.9 -205.2 -172.2 -148.1 -141.1 -
Slide 81: ROCE: Increasing value added and returns
ROCE: Increasing value added and returns inEURm rye «62023 «62022 0.2021 Op. EBITA 1,101.9 1,265.0 1,511.7 1,081.9 EBITA 990.5 1,186,7 1,491.9 853.2 Average carrying amount of equity Average carrying amount 4,499.1 4,499.5 4,543.1 3,802.8 2020 805.3 758.1 3,582.9 3,211.1 2,921.8 3,120.2 2,363.4 2,45
Slide 82: Strong dividend track record
Strong dividend track record Dividend policy: CAGR, pay an annual dividend of 35% to 50% of consolidated profit after tax L attributable to 2,00) shareholders of , Brenntag SE oo.25 135M 245 1 25] ; 1,00, 1.05 fam 2.10) 7 0,80 0-87 9mm O90 10,67 , 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 20
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Slide 87: Performance Indexed (Jan. 1st 2021 = 100)
Performance Indexed (Jan. 1st 2021 = 100)
Slide 88: Click to view current consensus
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