Slide 1: Fiskars Group – Building a family of iconic lifestyle brands
Fiskars Group – Building a family of iconic lifestyle brands
Slide 2: 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 believes that the expectations reflected in such forward-looking statements are reasonable, no assura
Slide 3: Why invest in Fiskars
Why invest in Fiskars Global consumer goods company with a unique family of lifestyle brands Key competitive advantages include strong brands and innovation, consumer contact through own retail network, deep understanding of consumer trends, solid trade relationships, and common global platforms Tar
Slide 4: Fiskars – a leader in branded consumer goods
Fiskars – a leader in branded consumer goods TWO STRATEGIC BUSINESS UNITS GLOBALLY RECOGNIZED BRANDS 8,000 EMPLOYEES IN OVER 30 COUNTRIES SBU SBU Living Functional PRODUCTS IN MORE THAN 100 COUNTRIES NET SALES IN 2016 1,205 EUR MILLION CONSUMER VALUE PROPOSITION BY REGION Americas Europe Asia-Pacifi
Slide 5: Fiskars in 2016
Fiskars in 2016 NET SALES BY STRATEGIC NET SALES BY BRAND KEY CATEGORIES BUSINESS UNIT Living Dinnerware Drinking glasses Serveware Interior décor Gifting Functional Garden and yard care School, office and craft Kitchen Living 50% Fiskars Waterford Watering Functional 50% Wedgwood Iittala Outdoor Ro
Slide 6: Building a family of iconic lifestyle brands…
Building a family of iconic lifestyle brands…
Slide 7: …through consistent development measures…
…through consistent development measures… 1883 2014 Fiskars becomes 1986 Watering brands a limited company Gerber acquired in the U.S. 1649 1967 acquired 2008 2016 Fiskars Fiskars manufacturers Integrated consumer Boats and container ironworks the world’s first plastic- goods company gardening found
Slide 8: …in line with our strategic priorities
…in line with our strategic priorities STRATEGIC PRIORITIES
Slide 9: SBU Living
Scandinavian Living English & Crystal Living Net sales, EURm Comparable EBITA,% 200 SBU Living 150 19.8% offers premium and luxury products for tabletop, giftware 100 13.4% and interior décor 11.7% 50 5.6% 5.9% 0 Q3 Q4 Q1 Q2 Q3 2016 2016 2017 2017 2017
Slide 10: SBU Functional
SBU Functional provides tools for use in and around the house as well as outdoors SBU Functional consists of brands such as Fiskars, Gerber and Gilmour Net sales, EURm Comparable EBITA,% 200 150 15.2% 100 11.0% 10.0% 7.3% 50 0.5% 0 Q3 Q4 Q1 Q2 Q3 2016 2016 2017 2017 2017
Slide 11: Other
Other Other segment contains the corporate headquarters, shared services, investment portfolio and real estate unit. Along with the rest of the Group’s active investments, Fiskars treats its shares in Wärtsilä as financial assets at fair value through profit or loss in the Other segment. This increa
Slide 12: Main markets for the key international brands
Main markets for the key international brands Americas Europe Asia-Pacific Sales split in 2016 SBU Functional SBU Living
Slide 13: Key trends and growth drivers
Key trends and growth drivers Competitive Growth advantages avenues Deep consumer Solid trade Gain market share in Expand into new understanding relationships current businesses and markets (most recently geographical areas the Asian market) Invest in and enter new Leverage Strong brands Common glob
Slide 14: Long-term financial targets
Long-term financial targets Growth The average annual net sales growth to Profitability exceed 5%, through a combination of EBITA margin to exceed 10% organic growth and targeted acquisitions Dividend Capital structure Fiskars aims to distribute a stable, Net gearing* below 100% over time increasing
Slide 15: Net sales and profitability development
Net sales and profitability development 1 200 +7.8% 50% 42.5% 41.0% 40.9% 38.7% 1 000 36.7% 40% 35.4% 35.0% 33.5% 800 30% 600 20% 400 10% 200 0 0% 2009 2010 2011 2012 2013 2014 2015 2016 * Items affecting comparability include items such Net sales, EUR million Comp. gross profit as restructuring cos
Slide 16: Quarterly figures
Quarterly figures Net sales, Comp. EBITA, EUR million EUR million 400 40 350 35 300 30 250 25 200 20 150 15 100 10 50 5 0 0 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2015 2016 2016 2016 2016 2017 2017 2017 Net sales Comparable EBITA
Slide 17: SKU development
SKU development Number of Stock Keeping Units (SKU) Sales / SKU, EUR 40 000 80 000 35 000 70 000 30 000 60 000 25 000 50 000 +158% 20 000 40 000 15 000 30 000 10 000 20 000 5 000 10 000 0 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Royal Nelson and WWRD Copenhagen Gilmour acquired acquired a
Slide 18: Cash flow seasonality
Cash flow seasonality Cumulative cash flow from operating activities before financial items and taxes EUR million 140 120 100 80 60 40 20 0 -20 -40 -60 -80 Q1 Q2 Q3 Q4 2015 2016 2017
Slide 19: Eight years of base dividend growth
Eight years of base dividend growth Dividend per share (DPS) history 2009-2016 EUR 2.60 1.30 0.75 0.70 0.71 0.67 0.68 0.62 0.65 0.60 0.52 0.35 2009 2010 2011 2012 2013 2014 2015 2016 Base Dividend First dividend Extra Dividend Second dividend
Slide 20: Sustainability focus areas
Sustainability focus areas LASTING CARING FOR PROTECTING THE DESIGN PEOPLE AND ENVIRONMENT COMMUNITIES
Slide 21: Targets 2027
TA R G E T S 2 0 2 7 or earlier where possible Group-wide CO2 emissions CO2 emissions from our value from our own production chain (scope 3) reduced by reduced by 50% 30% 0 Our key suppliers’ energy consumption reduced by LTI Zero Lost Time Incidents A lost-time incident is defined as an occurrence
Slide 22: Making the everyday extraordinary
Making the everyday extraordinary