Fiskars Oyj Abp · OMXHEX:FSKRS
Fiskars Oyj Abp — Fiskars Group — Investor Day (May 2026)
84 slides from Fiskars Oyj Abp's investor day presentation, May 12, 2026
Slide 1: Fiskars Group's Capital Markets Day 2026
Fiskars Group’s Capital Markets Day 2026 May 12, 2026 Group CMD presentation
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 Group believes that the expectations reflected in such forward-looking statements are reasonable, no as
Slide 3: Agenda & Speakers
1. Fiskars Group as an effective portfolio Agenda & Speakers and capital steward Jyri Luomakoski, President & CEO of Fiskars Group 2. New financial targets and path to delivery Jussi Siitonen, CFO of Fiskars Group 3. Business Area Vita – Laying the foundation for profitable growth Daniel Lalonde, CE
Slide 4: Fiskars Group as an effective portfolio and capital steward
Fiskars Group as an effective portfolio and capital steward JYRI LUOMAKOSKI PRESIDENT & CEO OF FISKARS GROUP 4 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 5: Fiskars Group – Pioneering design to make the everyday extraordinary
Fiskars Group – Pioneering design to make the everyday extraordinary 5
Slide 6: Our footprint is diversified – brands present in over 100 countries
Our footprint is diversified – brands present in over 100 countries SALES SPLIT BY GEOGRA P H Y Americas 28% 52% Europe SALES SPLIT BY 20% BU SINESS AREA Asia-Pacific Fiskars 46% 54% Vita SALES SPLIT BY CHANNEL Direct 32% Own manufacturing units Fiskars 68% Own manufacturing units Vita Indirect Head
Slide 7: Our two Business Areas have differing business drivers
Our two Business Areas have differing business drivers VITA FISKARS Net sales Comp. gross margin Comp. EBIT Net sales Comp. gross margin Comp. EBIT EURm 613.2 53.2% EURm 25.7 EURm 512.5 39.6% EURm 66.9 Global, iconic, desirable brands across high-end Functional innovations in the gardening and outdo
Slide 8: We are balanced in terms of seasonal volatility
We are balanced in terms of seasonal volatility BUSINESS AREA FISKARS H1 FOCUSED BUSINESS AREA VITA H2 FOCUSED Gardening & back-to-school season End-of-year gifting season EBIT SPLIT 67% 33% -7% 107% BY BA H1 H2 H1 H2 GROUP 39% 61% EBIT SPLIT H1 H2 8 MAY 12, 2026 FISKARS GROUP CMD 2026 Last two year
Slide 9: We are united by design and purpose
We are united by design and purpose Brand-led, Shared Design Deep Brand-led, Commitment to Design Deep consumer- purpose and Commitment to excellence heritage consumer- Shared purpose sustainability excellence heritage centric centric values sustainability 9 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 10: Our long-term commitment to sustainability drives tangible impact and commercial opportunities
Our long-term commitment to sustainability drives both tangible impact and commercial opportunities STRENGTHENED A COMPREHENSIVE APPROACH COMMERCIAL OPPORTUNITIES CLIMATE AMBITIONS TO ADVANCING SAFETY THROUGH Our target: Preferred supplier status -40.0% Zero harm with zero LTAF Through strong sustai
Slide 11: Challenging market conditions have weighed on the Group's financials
Challenging market conditions have weighed on the Group’s financials – BA independence to support growth REPORTED NET SALES, EURm COMPARABLE EBIT (EUR m) AND COMPARABLE EBIT MARGIN, % 1,254 1,248 200 15 1,130 1,157 1,140 1,131 154.2 12.3% 12.1% 151.0 110.3 10 9.8% 111.4 9.6% 100 76.4 74.7 6.7% 6.6%
Slide 12: BA independence is already delivering benefits
BA independence is already delivering benefits – we now have a framework in place to drive improved performance Full business accountability Dedication Fiskars Corporation as End-to-end responsible business Accelerate differing the parent company and listed entity CEOs, improved flexibility growth o
Slide 13: Group takes a new role of an effective portfolio and capital steward
Group takes a new role of an effective portfolio and capital steward Establishes strategy and reporting framework. Performance Sets the ambition level, pushes for improvements and challenges prioritization Group manages Portfolio Allocates capital and shapes portfolio Liquidity & Enables funding at
Slide 14: Group's current priorities
Group’s current priorities Support Support BA Vita’s BA Fiskars’ turnaround return to growth trajectory Ensure Group Drive cash flow functions’ cost and reduce effectiveness leverage 14 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 15: Fiskars Group acts as an effective portfolio and capital steward
Fiskars Group acts as an effective portfolio and capital steward, developing its businesses and setting financial targets with a long-term perspective. The Group’s Business Areas – closest to markets and customers – drive BA strategy, build brands, manage customer relationships and day-to-day operat
Slide 16: New financial targets and path to delivery
New financial targets and path to delivery JUSSI SIITONEN CFO OF FISKARS GROUP 16 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 17: Three forces drive a reset of the financial-target framework
Three forces drive a reset of the financial-target framework 1 2 3 End of cycle New Business Area structure Tougher operating reality The 2021–2025 targets Operationally independent The framework must reflect concluded at year-end, Business Areas now hold today’s environment, e.g., requiring a new f
Slide 18: Point of departure: financial targets 2021-2025 vs. historical performance
Point of departure: financial targets 2021-2025 vs. historical performance KPI Target 2025 2021–2025 Status Context: Post-COVID, weakened consumer confidence in our core markets has Annual organic, FX-neutral weighed on both growth and profitability. Net sales Mid-Single-Digit growth 0.0% −1.6% X Mi
Slide 19: BA Fiskars has sustained profitability, while BA Vita has experienced a downturn
Despite declining net sales, BA Fiskars has sustained profitability, while BA Vita has experienced a profitability downturn BA VITA’S COMPARABLE NET SALES BA FISKARS’ COMPARABLE NET SALES FISKARS GROUP’S COMPARABLE NET GROWTH AND COMPARABLE EBIT GROWTH AND COMPARABLE EBIT SALES GROWTH AND COMPARABLE
Slide 20: New financial targets aligned with the current structure
New financial targets aligned with the current structure Transitioning beyond Group-level targets toward a transparent BA-level framework ‣ Growth and profitability at BA level, not obscured by a single Group KPI guidance remains at Group level ‣ Group cash and leverage targets retained, with greate
Slide 21: The new framework at a glance: four core targets, five reported KPIs
The new framework at a glance: Four core targets; five regularly reported KPIs for further transparency CORE FINANCIAL TARGETS – DEMONSTRATING OUR AMBITION REGULARLY REPORTED – FURTHER TRANSPARENCY Organic net sales growth BA-level Comparable EBIT margin BA + Group Comparable EBITDA BAs + Group BA V
Slide 22: From contraction to mid-single-digit growth
From contraction to mid-single-digit growth: brand enhancement and channel reset at BA Vita, innovation and scale at BA Fiskars MAIN DRIVERS ORGANIC, FX NEUTRAL NET SALES GROWTH TARGET LEVELS +5.0% 5% +4.2% +3.0% BA VITA BA Vita +1.8% • Enhance brand desirability • Expand distribution selectively 0%
Slide 23: Margin to double-digit levels by 2030
Margin to double-digit levels by 2030, powered by BA Vita's turnaround, BA Fiskars' resilience, and efficient Group functions MAIN DRIVERS EBIT MARGIN 2022 – LTM 3/2026 (%) TARGET LEVELS BY 2030 BA Vita: • Ongoing restructuring yielding approx. 20% 15.2% BA VITA EUR 28m annual savings* on or ahead 1
Slide 24: Distinct P&L structures highlight BA-specific profitability levers
Distinct P&L structures highlight BA-specific profitability levers - unallocated costs to be adjusted to the Group’s new role P&L STRUCTURE (3/26 LTM, EXCL. IAC) % OF NET SALES GROUP FUNCTIONS IMPROVEMENT TARGETS • Group functions, including forest assets, delivered LTM COGS 46.8% 3/26 EBIT of EUR -
Slide 25: Free Cash Flow expected to improve significantly with stable FCF/EBIT ratio
Free Cash Flow expected to improve significantly with stable FCF/EBIT ratio MAIN DRIVERS FREE CASH FLOW / LTM EBIT excl. IAC • EBITDA growth and improved trade working capital 150% (TWC) efficiency are the principal drivers of free cash ≥75% flow 70% 60% • TWC upside is driven by inventory optimizat
Slide 26: TWC efficiency back to pre-COVID levels and disciplined CAPEX drive FCF uplift
TWC efficiency back to pre-COVID levels and disciplined CAPEX drive FCF uplift from 2027 TWC AND NWC, % OF NET SALES 50% • TWC efficiency targeted back to pre-COVID 35% 38% 37% 38% 39% levels, with focus on inventories 40% 31% 29% 27% 30% • No near-term improvement expected; meaningful 20% 25% 25% 2
Slide 27: Year-end Net Debt / EBITDA target remains unchanged at ≤2.5x
Year-end Net Debt / EBITDA* target remains unchanged at ≤2.5x with main driver being EBITDA improvement MAIN DRIVERS EBITDA DEVELOPMENT (EURM) +9% p.a. -19.7% 250 • EBITDA decline in 2025 drove Net Debt / EBITDA to 200 210 176 194 155 3.31x; Net debt remained relatively stable 150 100 50 • Targeted
Slide 28: ROCE highlights the differences in BA specific levers
ROCE highlights the differences in the BA specific levers for delivering the financial targets KEY TAKEAWAYS CAPITAL EMPLOYED 3/26 (EURM) CAPITAL TURNOVER X EBIT MARGIN MATRIX (LTM 3/26) • Slow/non-moving EBIT%/EBITA% goodwill, trademarks and 1,166 1,166 63 15% Group other intangible assets (5%) una
Slide 29: Capital allocation priorities in the new financial framework
Capital allocation priorities in the new financial framework Return working capital to pre-COVID levels, led Net working capital efficiency improvement by inventory reduction Source Structural cost-out and productivity initiatives to Cost efficiency / profit improvement expand cash flow from operati
Slide 30: Summary
Summary The financial targets for 2026-2030 based on a tougher operating reality and BA-level accountability • Growth: Sales driven by brand enhancement and channel reset in BA Vita, and innovation and scale at BA Fiskars Laitetaan fiskars • Profitability: EBIT improvement from BA Vita turnaround, B
Slide 31: Business Area Vita – Laying the foundation for profitable growth
Business Area Vita – Laying the foundation for profitable growth DANIEL LALONDE, CEO OF BA VITA
Slide 32: Agenda
Agenda 1. Point of departure 2. Laying the foundation for a turnaround 3. Path towards profitable growth 32 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 33: Business Area Vita builds global, iconic, desirable brands
B u s i n e s s A r e a V i t a builds global, iconic, desirable brands across high-end homeware and fine branded jewelry - rooted in craftsmanship, material expertise, and design - creating products people live with and collect, shaping everyday moments and lasting relevance. 33 MAY 12, 2026 FISKAR
Slide 34: Our Brand Houses
Our Brand Houses House of House of House of Danish Design Icons Nordic Design Living British & Irish Design Defined by timeless Danish design - refined, Built on Nordic design DNA for everyday life - Rooted in British & Irish design heritage, sculptural, and enduring. Pure forms simple, warm, and fu
Slide 35: Vita at a glance
Vita at a glance 613.2 4.0% 4.2% ~5,000 NET SALES, COMPARABLE COMPARABLE PEOPLE EURm GROWTH EBIT MARGIN SALES BY BRAND SALES BY CATEGORY SALES BY CHANNEL SALES BY COUNTRY Rogaska RA Others RD Hackman Other Outlets Arabia Georg Jewelry Free Rest of the word Denmark 2% 4% Rörstrand Jensen standing 9%
Slide 36: Our core brands are rooted in heritage
Our core brands are rooted in heritage - we play in all key categories of high-end homeware The definitive Danish Global authority in hand- British homeware brand Irish crystal house creating Finnish design brand Lifestyle brand blending design House founded on painted porcelain and crafting meaning
Slide 37: We have presence in +80 countries, own production covers ~60%
We have presence in +80 countries, own production covers ~60% of what we sell DIRECT-TO-CONSUMER WHOLESALE POINTS-OF-SALE* POINTS OF SALE England Finland Free Outlets Denmark standing 9% Ireland stores Slovenia 9% ~1,000, ~11,000 including broad of which brand.com 300 E-Tailers presence Thailand 82%
Slide 38: We are a market leader in high-end homeware and a niche player in fine jewelry
We are a market leader in high-end homeware and a niche player in fine branded jewelry GLOBAL LUXURY MARKETS (2024E) VITA’S ESTIMATED MARKET SHARE* Large >100 bn Medium & Small Luxury cars, High-end ~15% Fine art private jets & yachts homeware 36bn 610bn 6bn Personal Total luxury & high-end Personal
Slide 39: Laying the foundation for a turnaround
Laying the foundation for a turnaround 39 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 40: Past performance underscores need for decisive action
Past performance underscores need for decisive action – early signs of sales recovery Comparable net sales (excl. Georg Jensen) Comparable EBIT has been affected by low Comparable net sales growth shows signs have decreased in a tough market volumes and actions to reduce inventories of recovery in r
Slide 41: Organization and operations fit for future profitable growth
Organization and operations fit for future profitable growth Right-sizing the business Brand-led organization • On track with plans announced • Brands are responsible for in 02/2026 strategy, product, image and A simple empowered customer experience model focused on speed, • New simplified and optim
Slide 42: Refined brand roles support turnaround
Refined brand roles support turnaround – prioritizing profit first, then scalability Relative financial performance Global Accelerators GLOBAL REGIONAL ACCELERATORS Investment focus to accelerate LEADERS global growth Regional Leaders Disciplined local execution, lean structures Brand Reset Require
Slide 43: Brand Reset underway — still early in the turnaround journey
Brand Reset underway — still early in the turnaround journey with a clear multi-year plan Rationalize into fewer, stronger collections, with improved product and price architecture Rebuild priority markets through focused distribution and profitable channel mix Align supply chain capacity and capabi
Slide 44: Active focus on inventory reduction
Active focus on inventory reduction – progress made year-on-year DAYS OF INVENTORY Actions • Production scaled down to match demand • Programs in place to sell out obsolete inventory • Streamlining of collections and SKUs to reduce complexity 2020 2021 2022 2023 2024 2025 2026 44 MAY 12, 2026 FISKAR
Slide 45: Path towards profitable growth
Path towards profitable growth 45 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 46: Long-term market prospects supported by favorable trends
Long-term market prospects supported by favorable trends RISE OF LUXURY EXPANSION CONTINUED SOCIAL PREMIUMIZATION EXPERIENTIALITY DRIVING THE COCOONING AND EXPANSION OUT AND OVERALL HOME AT HOME OF GIFT GIVING AT HOME CATEGORY 46 MAY 12, 2026 FISKARS GROUP CMD 2026 Source: Management elaborations ba
Slide 47: Four strategic priorities in place to drive profitable growth
Four strategic priorities in place to drive profitable growth Accelerating leadership in high-end homeware while scaling a niche position in fine branded jewelry 1 2 3 4 Enhance Brand Build & Expand Drive Profitable Channel Unlock High-Value Desirability Distribution Mix & Brandization Revenue Strea
Slide 48: Enhance Brand Desirability: Icon-led approach
1 Enhance Brand Desirability: Icon-led approach, guiding the product strategy Iconic Design → Extend → Activate → Refresh → Scale 2003 2011 2014 2015 2019 2020 2021 2022 Designed by 2023 2024 2025 2026 Sigvard Bernadotte in 1938
Slide 49: Nurturing rich portfolio of icons and archives
1 Nurturing rich portfolio of icons and archives - and creating future ones Iittala Royal Copenhagen Future Icons Aalto Vase Blue Fluted Designed in 1936 Designed in 1775 49 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 50: Build & Expand Distribution
2 Build & Expand Distribution: Disciplined approach leveraging the strength of our portfolio Prioritise and win in Leverage portfolio Enter white-space markets selected core markets to extract sales synergies in the mid-term Continue to win in the Nordics, Introduce more brands into Capture opportun
Slide 51: Drive Profitable Channel Mix & Brandization
3 Drive Profitable Channel Mix & Brandization: Balanced mix with emphasis on wholesale and eCommerce Wholesale E-Commerce Physical Retail Curated high-impact brand Unlocking full owned eCommerce From network expansion to visibility and sell-out focus in potential through common leading ROI-led portf
Slide 52: Unlocking High-Value Revenue Streams: Capture gifting through the year
4 Unlocking High-Value Royal Copenhagen’s Revenue Streams: Capture Alphabet mugs for Mother’s day – sold out gifting through the year • Increased purchase frequency Wedgwood utilizing relevant gifting occasions Wild Strawberry throughout the year in all markets • Entry point to the brands – Products
Slide 53: Strategy pillars in action: Strong performance by Georg Jensen
Strategy pillars in action: Strong performance by Georg Jensen Focus product development Strengthen priority markets Drive profitable channel mix Gifting integrated in core on key icons, e.g. Bernadotte, through higher-quality doors through wholesale/eCommerce collections e.g. ‘wine & bar’ Cobra, Bl
Slide 54: Our P&L choices enabling profitable growth
Our P&L choices enabling profitable growth BA VITA Simplified and rightsized organization, ORGANIC NET SALES SG&A tighter SG&A cost discipline GROWTH TARGET 2026-2030 Channel & product Shift toward higher-profit channels and 4–6% Source mix categories Turnaround brands Restore profitability Annual,
Slide 55: Net sales growth driven by global accelerator brands, Nordics & Japan
Net sales growth in 2026-2030 driven by global accelerator brands, Nordics & Japan and a balanced channel mix Brand Reset eCommerce Other countries Regional Leaders Physical DTC retail Global Accelerators Nordics & Japan Wholesale Brand Country Channel NOTE: Illustrative 55 MAY 12, 2026 FISKARS GROU
Slide 56: Summary
Summary • Unique portfolio of brands with a leading position in high-end homeware & distinctive niche position in jewelry • Clear strategic priorities in place to drive profitable growth through focused collections, priority markets and channel & brand choices • Turnaround underway: Early signs of s
Slide 57: Business Area Fiskars – Rebuilding sales momentum
BA Fiskars Business Area Fiskars – Rebuilding sales CMD momentum on a resilient presentation and profitable foundation DR. STEFFEN HAHN, CEO OF BA FISKARS
Slide 58: Business overview, growth model, scaling sales, profit and cash
3. 1. 2. SCALING SALES, BUSINESS GROWTH PROFIT OVERVIEW MODEL AND CASH 58 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 59: Business overview
3. 1. 2. SCALING SALES, BUSINESS GROWTH PROFIT OVERVIEW MODEL AND CASH 59 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 60: Business Area Fiskars: well-diversified, yet united by cutting competence
Business Area Fiskars: well-diversified, yet united by cutting competence NET SALES, EURm COMP. EBIT, EURm COMP. EBIT MARGIN, % U.S. AND EUROPE 512.5 67.0 13.1 ~50/50 CONTRIBUTION TO NET SALES SALES BY CATEGORY SALES BY CHANNEL SALES BY COUNTRY Other Direct Cooking 3% 5% Rest of the world 10% 25% Ou
Slide 61: Serving consumers around the world through a diversified footprint
Serving consumers around the world through a diversified footprint • Established partnerships with major retailers, both offline and online • Geographically diverse, Convenience – ease of world-class manufacturing use, (40%) motorization complemented with efficient sourcing (60%) • A global team of
Slide 62: We are a market leader in many of our categories
We are a market leader in many of our categories Adult & Garden children’s Knives cutting scissors 62 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 63: Our profitability has been resilient even during challenging times
Our profitability has been resilient even during challenging times – sales momentum needs to be rebuilt BA FISKARS COMPARABLE EBIT MARGIN AND NET SALES mEUR, LTM Profit protection COVID peak during volume 700 20% decline and tariff volatility 15% COMPARABLE EBIT MARGIN 600 REACHED 10% 20.1% 500 5% i
Slide 64: Growth model
3. 1. 2. SCALING SALES, BUSINESS GROWTH PROFIT OVERVIEW MODEL AND CASH 64 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 65: We have a clear model – priorities translating into concrete progress
We have a clear model to achieve this – the priorities we presented in November are translating into concrete progress Increased brand Great feedback on interest MEDIA INNOVATION our new launches POINT-OF-SALE Customer classification 65 MAY 12, 2026 FISKARS GROUP CMD 2026 upgrades
Slide 66: We continue to accelerate our innovation pipeline
We continue to accelerate our innovation pipeline Innovation pipeline over doubled in the past two years → Aim to double again in the next three years EXPECTED IN-MARKET IMPACT OF INNOVATIONS 2023 2025 2028 NOTE: Illustrative graph 66 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 67: Most recent launches are tracking above our expectations
Most recent launches are tracking above our expectations Status Consumer feedback What’s next 18 SKUs in the market – “Wow, best (nail Easy to use. Cuts Pet Care 5 with “Amazon’s clippers) I’ve used like butter!“ 12 more SKUs Choice” recognitions yet.” 5 SKUs in over 1,000 “These pruners make the wo
Slide 68: Outstanding design celebrated over decades
Outstanding design celebrated over decades; creates additional emotional consumer value 67 Red Dot awards since 1990 → Three wins in 2026 for new innovations: Power, One-click, Pet Care 2026 winners: Best of the best 68 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 69: Systematic innovation & commercialization building a preferred supplier position
Systematic innovation & commercialization are building our position as a preferred supplier Customer We meet shoppers Our proven model classification where they are increases shoppability upgrades • Online and offline • Driving record search • Different price points and traffic Distribution wins • F
Slide 70: Increased media presence and efficiency is driving brand relevance
Increased media presence and efficiency is driving brand relevance and demand Brand interest – All time High quality attention high for Fiskars searches captured with compelling in key markets videos “Fiskars Gartenschere [pruner]” YouTube skippable ads +46%* Fiskars average view-through rate: Compe
Slide 71: Scaling sales, profit and cash
3. 1. 2. SCALING SALES, BUSINESS GROWTH PROFIT OVERVIEW MODEL AND CASH 71 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 72: Market trends shaping our priorities
Market trends shaping our priorities and providing attractive opportunities for growth Landscaping Convenience Emotion & ritual services Convenience – Ease Desire for offline Emotion and easeofofuse, use, Increasing use of motorization moments and everyday motorization external service everyday ritu
Slide 73: Net sales growth driven by scaling core categories and expanding into new ones
Net sales growth will be driven by scaling core categories and expanding into new ones EXPECTED CATEGORY CONTRIBUTION TO THE NET SALES GROWTH TARGET BA FISKARS New categories ORGANIC NET SALES GROWTH TARGET 2026-2030 3–5% Core categories Annual, FX-neutral organic growth NOTE: Illustrative graph 73
Slide 74: Our selective approach to new opportunities
Our selective approach to new opportunities: category expansion as priority, focused country and channel choices SOLVING UNSOLVED CONSUMER CHALLENGES DISCIPLINED GO-TO-MARKET Expanding to adjacent categories that are: Growing markets where • Large enough we have critical mass • Financially attractiv
Slide 75: Clear levers support profitable growth and margin progression
Clear levers support profitable growth and margin progression OUR P&L CHOICES LAST 3 YEARS Focus on gross margin accretive Gross margin ~40% BA FISKARS categories and products COMPARABLE EBIT Source MARGIN TARGET BY 2030 SG&A ~22% Prudent cost management Marketing (incl. media) ~5% Doubling marketin
Slide 76: Structurally strong cash flow profile with clear levers
Structurally strong cash flow profile with clear levers for further improvement STRONG FOUNDATION: FURTHER OPPORTUNITIES THROUGH: STABLE, HIGH CONVERSION CASH FLOW Consistent profitability Increased SKU productivity to Accounts receivables & drive faster inventory turns payables, and conversion • Pr
Slide 77: Further diversification of our talent
Further diversification of our talent improves the value proposition to the markets we serve TARGETS International Early career Women mobility talent leaders 2x >16% >45% 77 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 78: Summary
Summary • Robust foundation with resilient profitability and structurally strong cash flow • Rebuilding sales momentum through increased innovation, distribution and brand relevance • Growth driven by scaling core categories and expanding selectively into new ones, combined with disciplined go-to-ma
Slide 79: Key takeaways
Key takeaways Group CMD presentation
Slide 80: Key takeaways
Key takeaways Group as an effective New financial targets BA Vita: A turnaround BA Fiskars: Robust portfolio and capital 2026-2030: a reset underway – focused foundation – steward enabling based on a tougher collection, channel rebuilding sales value creation across operating reality and and market
Slide 81: Q&A
Q&A 81 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 82: Thank you!
Thank you! 82 MAY 12, 2026 FISKARS GROUP CMD 2026
Slide 83: Appendix
FISKARS ss. GROUP 0 Appendix
Slide 84: Calculation of key figures
Calculation of key figures FX-neutral net sales growth = Year-on-year net sales growth on a constant-currency basis. The comparison period's non-euro net sales are retranslated into euros at the reporting period's foreign exchange rates, thereby eliminating the impact of currency translation on repo