Oc Oerlikon Corporation Ag · SIX:OERL
Oc Oerlikon — Investor Day (September 2026)
62 slides from Oc Oerlikon's investor day presentation, Sep 8, 2026
Slide 1: Capital Markets Day 2026
Capital Markets Day 2026 September 8, 2026
Slide 2: Agenda
Agenda 09:15 Strategic positioning • Intro and strategy M. Suess (Executive Chairman) • Growth initiatives D. Linzmeier (COO) • Technology B. Rosenthal (CTO) 10:20 Panel 1: Oerlikon’s solutions to serve growing industries 10:45 Profitable growth/value creation strategy • Financial impact M. Freidl (
Slide 3: As leader in material science engineering, Oerlikon drives the next generation of industries
As leader in material science engineering, Oerlikon drives the next generation of industries Michael Suess Executive Chairman Page 3
Slide 4: Oerlikon's unique business model drives future shareholder value
Oerlikon’s unique business model drives future shareholder value Oerlikon provides high value-add at a Mission critical solutions, fostering Technology toolbox applied in relatively low cost for customers long-term customer relationships 10 industries supported by structural growth trends Global sca
Slide 5: Building a more diversified, innovative and resilient Oerlikon
Building a more diversified, innovative and resilient Oerlikon 2013 2025 Mission 2030 Diversified technologies PVD technology • PVD/CVD • Thermal Spray Innovate to ensure competitive edge • Advanced Manufacturing Defense, Semiconductor, Added Medical and General Luxury growth markets Automotive x3 I
Slide 6: Ensured leadership continuity: Broad management bench with deep industry experience
Ensured leadership continuity: Broad management bench with deep industry experience • Years with Oerlikon Executive Michael Suess Committee Executive Chairman •12 Guilherme Rocha Marco Freidl Dirk Linzmeier Anna Ryzhova Andreas Weiss Sandra Wiesner Strategy, BD & CE CFO COO CHRO/CSO Legal MarCom •8
Slide 7: Not a single day without Oerlikon
Not a single day without Oerlikon _ — 2 ’ ee ere : f Medical Oo Power Generation | _ Semiconductor | _ Defense — aU | Zi fl IGeneramIneluisiries: | pA i Automotive ti tg
Slide 8: Delivering overproportional customer value at minimal cost
Delivering overproportional customer value at minimal cost 1 : 100 Cost Value Proposition For example, Tooling For example, Aerospace <0.1% Uncoated of aero engine cost, 100% mission critical for operation 20x longer 4,000 lifetime1 with liters of fuel saved for Oerlikon coating a flight ZRH to NYC2
Slide 9: One material science engineering platform, multiple engines of growth
One material science engineering platform, multiple engines of growth Co ts Caoti n ne antg po inSge Com S rveic rveisce Unique & integrated Material s Science business model Engineering Centered around material science engineering with clear value proposition for Oerlikon’s customers along attracti
Slide 10: Coating Services
Coating Services Highlights 110 sites serving growing Broad surface technology portfolio: industries globally PVD, CVD, PACVD and Thermal Spray Self-reinforcing innovation flywheel Growth acceleration in Coating Services >550 connected coaters generating data, data accelerates through Tooling and Co
Slide 11: Components
Components Highlights Designed into customer platforms Focused on mission critical, high-value through deep engineering partnerships precision industries Luxury, Aero, Automotive/EVs, Defense, Semicon Leverage point for Oerlikon coatings, Advanced manufacturing technology for equipment and materials
Slide 12: Materials & Equipment
Materials & Equipment Highlights Integrated offering of production >2,500 Oerlikon Thermal Spray systems and AI-driven alloy development installed, ~2/3 of the Aero and IGT base2, fuel materials and after-sales growth Long-life, mission critical programs across Resilient production network Energy, A
Slide 13: Oerlikon benefits from structural growth trends
Oerlikon benefits from structural growth trends Air travel increase Semiconductor expansion Segments mainly benefiting Segments mainly benefiting Materials & Equipment Materials & Equipment Coating Services e.g.: Tooling Coating Services e.g.: Components Coatings Components Components e.g.: Additive
Slide 14: Mission 2030
Mission 2030 >2bn CHF >20% >10% sales1 EBITDA margin2 ROCE3 Page 14 1) Total growth by 2030 excl. FX effects and M&A, representing ~6% CAGR; 2) Operational EBITDA; 3) Return on Capital Employed
Slide 15: Growth initiatives in Oerlikon's key industries and operational excellence
Growth initiatives in Oerlikon’s key industries and operational excellence Dirk Linzmeier Chief Operating Officer Page 15
Slide 16: Oerlikon benefits from structural growth trends
Oerlikon benefits from structural growth trends Air travel increase Semiconductor expansion Century of Defense rebuild electrification Expected to add ~300m CHF1 in sales by 2030 Page 16 1) Total growth in absolute terms by 2030 excl. FX effects and M&A
Slide 17: Positioned to benefit from growth in global air travel
Positioned to benefit from growth in global air travel End-market growth Oerlikon position Mission critical No aircraft takes off without 10,000 coated engine parts and turbine components new aircraft produced until 20301 100% of major aero-engine OEMs served by Oerlikon 6% CAGR in global engine MRO
Slide 18: Enabling semiconductor expansion
Enabling semiconductor expansion End-market growth Oerlikon position Essential contributor Coatings improve yield, uptime >1bn CHF and lifetime of Fab EQ Oerlikon addressable market Enable next-gen Fabs Additive Manufacturing enables high-performance components for semiconductor EQ 7% CAGR wafer fab
Slide 19: Growth in gas turbines creates long-term opportunities
Growth in gas turbines creates long-term opportunities End-market growth Oerlikon position >1% improvement in efficiency through coating for Industrial Gas Turbines2 ~20% more electricity being consumed in 20301 1,150°C operating temperature make advanced coating solutions critical for both OEM and
Slide 20: Defense modernization fuels long-term demand and innovation
Defense modernization fuels long-term demand and innovation End-market growth Oerlikon position >700bn CHF Coated tools investment through ReArm and components for Europe 20301 extreme environments >2bn CHF Additive Manufacturing VC into European defense-tech enabler for next-generation – innovation
Slide 21: Coating Services: Capturing potential across growing segments
Coating Services Capturing potential across growing segments Growth opportunities 4-6% CAGR until 2030 • Aerospace, Defense, Power Generation: Dedicated coatings for Tooling and Components • Semiconductor, Medical and other General Industries: New coated applications • Digitalization: Additional val
Slide 22: Digitalization and AI as a growth and margin lever
Digitalization and AI as a growth and margin lever Connecting sites, assets and expertise to operate as one virtual coating center (VCC) 110 sites, >550 coaters 30,000+ customers 31,140,000,000 data points / day Unified global data layer Customer service level -10% Throughput time Asset utilization
Slide 23: Components: Multiple growth platforms and clear execution priorities
Components Multiple growth platforms and clear execution priorities Growth opportunities 5-6% CAGR until 2030 • Aerospace: Ramp-up large OEM-driven projects with supply of mission critical parts • Semiconductor, Defense: Capture momentum mainly in US with Additive Manufacturing projects • Luxury: Ex
Slide 24: Materials & Equipment: Strong fundamentals to continue with recent growth trend
Materials & Equipment Strong fundamentals to continue with recent growth trend Growth opportunities 6-7% CAGR until 2030 • Aerospace, Defense, Power Generation, Semiconductor: Strong growth in materials consumption and new coating equipment • >2,500 Oerlikon Thermal Spray Equipment: Use installed ba
Slide 25: All three segments contribute to Mission 2030
All three segments contribute to Mission 2030 ~6% CAGR >2bn CHF sales1 Materials & Equipment Components 6-7% CAGR 5-6% CAGR Coating Services 4-6% CAGR 2025 2030 Mission Page 25 1) Total growth by 2030 excl. FX effects and M&A
Slide 26: Customer focused value creation
Customer focused value creation Brett Rosenthal Chief Technology Officer Page 26
Slide 27: We invest in our customers' unmet needs
We invest in our customers’ unmet needs Value proposition 1/3 Revolution Market acceptance R&D spend 4-5% of sales 2/3 Resource maturity Evolution License to operate Page 27
Slide 28: Customer intimacy
Customer intimacy Global Hub – Wohlen, CH Thermal Spray Equipment Global Hub – San Diego, US Global Hub – Suzhou, CN Materials Rapid Development Coating Development Global Hub – Balzers, LI Global Hub – Westbury, US PVD EQ and Coating Services Materials Development Global Hub – Pune, IN Coating Engi
Slide 29: Time to market
Time to market Computational material design enhanced development with Scoperta Industry requires Oerlikon innovation Value to customers • Supply certainty Computational material design that enables tailor-made materials in days vs. months • Faster and cost-efficient >1,000,000 materials Supply chai
Slide 30: Leverage existing industries
Leverage existing industries Modular purpose-built equipment system Industry requires Oerlikon innovation Value to customers • Higher returns on Modular surface-platform systems investment for Thermal Spray equipment 20% investment reduction vs customization • High Overall Equipment Effectiveness (O
Slide 31: Expanding addressable industries
Expanding addressable industries Additively manufactured thermal management for Aerospace, Defense, Semiconductor and Energy Industry requires Oerlikon innovation Value to customers • Enhanced cooling Ultimate thermodynamic efficiency • Lightweighting 5-10x more efficient • Form-fitting thermal mana
Slide 32: Oerlikon's solutions to serve growing industries
Oerlikon’s solutions to serve growing industries Brett Rosenthal Guilherme Rocha Jane Cao Stephen Skrenta CTO Strategy, BD & CE China Designated Regional President Americas Page 32
Slide 33: Capturing profitable growth and increasing shareholder value
Capturing profitable growth and increasing shareholder value Marco Freidl Chief Financial Officer Page 33
Slide 34: Mission 2030
Mission 2030 >2bn CHF sales 1 >20% >10% EBITDA margin2 ROCE3 Page 34 1) Total growth by 2030 excl. FX effects and M&A, representing ~6% CAGR; 2) Operational EBITDA; 3) Return on Capital Employed
Slide 35: Clearly defined path to >20% EBITDA margin by 2030
Clearly defined path to >20% EBITDA margin by 2030 Operational EBITDA margin Volume and mix improvement >20% 17.3% COGS optimization Reduce SG&A intensity 2025 Volume & mix COGS SG&A 2030 Mission Page 35
Slide 36: Top-line to benefit from portfolio optimization, innovation and mix
Top-line to benefit from portfolio optimization, innovation and mix/end-market shifts Operational EBITDA margin Successfully implemented… Portfolio optimization to Enhanced innovation high-margin solutions and pricing focus >20% >30% >200 Profitability increase in New materials in last 5y with mater
Slide 37: Reduction of complexity, efficiency gains and digitalization optimize cost structure
Reduction of complexity, efficiency gains and digitalization will further optimize cost structure Operational EBITDA margin Successfully implemented… Footprint optimization Reduction of manual efforts through >20% digitalization -17 50k hours/p.a. Sites globally (2025-2026) saved with Oerlikon desig
Slide 38: Operating leverage and tight cost management will reduce SG&A intensity
Operating leverage and tight cost management will significantly reduce SG&A intensity Operational EBITDA margin Successfully implemented… Efficiency in sales Optimization of cost base in central >20% functions and HQ 1,400 >15m CHF Users rolled out on Salesforce1 Improvement in G&A within 12 months
Slide 39: Strengthened focus on capital return targeting >10% ROCE
Strengthened focus on capital return targeting >10% ROCE1 Capital allocation framework guiding … to positively impact ROCE investment decisions … ROCE >10.0% Allocate Capex and R&D investments to high- 6.2% return and growth areas Sales 4.7% CAGR 2025 H1’26 LTM 2030 Supported by • ROCE as key metric
Slide 40: Capex focused on footprint optimization and advanced infrastructure
Capex focused on footprint optimization and technologically advanced infrastructure, ~110m CHF Capex envelope p.a. Capex/Sales in % ~7.5% 8 5.9% 6.4% 6 4-6% bandwidth/~110m CHF Capex1 p.a. 4 1 2 3 2 2024 2025 2026E 2027E 2028E 2029E 2030E 1 2 3 New integrated Coating Services center in Michigan mate
Slide 41: Clear focus on balance sheet strengthening
Clear focus on balance sheet strengthening Continuous focus on deleveraging Improve leverage through net debt reduction and 3.4x EBITDA growth 2.8x 2.5x <2.5x ~2.0x Continue tight focus on 1.5-2.0x cost, NWC and Capex Maintain a strong equity ratio2 2024 20251 H1 2026 2026 2027 2030 Reconfirmation o
Slide 42: Cash flow allocation strategy
Cash flow allocation strategy Deployment of cash flow from operating activities Increasing cash generation through profitable sales growth and tight NWC management, enabling balanced cash flow allocation as well as attractive cash-conversion ratio1 of 80-90% Capex Reinvest 4-6% of sales to fund orga
Slide 43: Our financial strategy 2030
Our financial strategy 2030 Clear path Strengthened focus Clear objective to >2bn CHF sales1 and on capital allocation and on balance sheet strength >20% EBITDA margin2 return to reach >10% and deleveraging ROCE3 Page 43 1) Total growth by 2030 excl. FX effects and M&A, representing ~6% CAGR; 2) Ope
Slide 44: Q&A
Q&A Page 44
Slide 45: Break
Break Page 45
Slide 46: Oerlikon's solutions to serve growing markets: Coating Services
Oerlikon’s solutions to serve growing markets Coating Services Florian Rovere Martin Bartsch Sumeet Gupta Head of Product Germany APAC Management Coating Services Page 46
Slide 47: Oerlikon's solutions to serve growing markets: Components
Oerlikon’s solutions to serve growing markets Components David Franz Andrea Peruch Katharina Rick Europe HRSflow Luxury Page 47
Slide 48: Oerlikon's solutions to serve growing markets: Materials & Equipment
Oerlikon’s solutions to serve growing markets Materials & Equipment Andrea Lai Wolfgang Schmitz Jane Cao Global Operations Americas China Page 48
Slide 49: Outstanding people driving Oerlikon's sustainable growth strategy
Outstanding people driving Oerlikon’s sustainable growth strategy Anna Ryzhova Chief Human Resources Officer and Chief Sustainability Officer Page 49
Slide 50: With a balanced, motivated and diverse team, Oerlikon is set up for growth
With a balanced, motivated and diverse team, Oerlikon is set up for growth ~60% ~100 Ø 9.9 of employees between 30-50y Nationalities Years of average tenure Balanced profile: 13% <30y and Diversified across regions: 56% Stable and experienced workforce 28% >50y Europe, 26% APAC, 18% Americas 5.6% 8.
Slide 51: Right skills for the future
Right skills for the future Recognized across the organization Digital Research Talent AI-accelerated engineering Houska Prize 2026 Horizons Automation capabilities On the winning team for Global high-potential for the future high-temperature coatings leadership program Digital innovation, award-win
Slide 52: Oerlikon's incentive framework is being redesigned
Oerlikon’s incentive framework is being redesigned to strengthen pay-for-performance and drive growth strategy execution Scaling growth- Shareholder value Strategy focus driven pay increase Delayering Pay for management performance structure culture Page 52
Slide 53: Track record of improving sustainability for customers
Track record of improving sustainability for customers 5% efficiency 20x extension 2-4% reduction increase in tool life fuel reduction in lower >80% weight -4x 50% savings cost for CO2 impact in PVD vs 1 space components electroplating process Page 53 1) Through tools recoating and reconditioning
Slide 54: Progress towards 2030 ESG targets
Progress towards 2030 ESG targets Reduction Scope 1 and 2 emissions in relevant operations according to SBTi (near-term; kt CO2e) AAA 137.9 114.8 MSCI (2025 score) 80 Baseline 2025 2030E Reduce % of disposed waste Medium risk Sustainalytics (2025 score) 53% 33% 27% Baseline 2025 2030E 70 EcoVadis (2
Slide 55: Summary and closing remarks
Summary and closing remarks Michael Suess Executive Chairman Page 55
Slide 56: Mission 2030
Mission 2030 >2bn CHF >20% >10% sales1 EBITDA margin2 ROCE3 Page 56 1) Total growth by 2030 excl. FX effects and M&A, representing ~6% CAGR; 2) Operational EBITDA; 3) Return on Capital Employed
Slide 57: Oerlikon's unique business model drives future shareholder value
Oerlikon’s unique business model drives future shareholder value Oerlikon provides high value-add at a Mission critical solutions, fostering Technology toolbox applied in relatively low cost for customers long-term customer relationships 10 industries supported by structural growth trends Global sca
Slide 58: Q&A
Q&A Page 58
Slide 59: Thank you
Thank you Page 59
Slide 60: Investor Relations
Investor Relations Aymeric Jamin aymeric.jamin@oerlikon.com +41 58 360 96 59 ir@oerlikon.com oerlikon.com/en/investors Page 60
Slide 61: Disclaimer
Disclaimer OC Oerlikon Corporation AG, Pfäffikon, (together with its affiliates hereinafter referred to as “Oerlikon”) has made great efforts to include accurate and up-to-date information in this document. However, Oerlikon makes no representation or warranties, expressed or implied, as to the trut
Slide 62: Appendix
Appendix Page 18 - Positioned to benefit from growth in global air travel 1) Airbus – Airbus Global Market Forecast 2026-2045, 8 July 2026 Page 19 - Enabling semiconductor expansion 1) Gartner – Forecast: Semiconductor Capital Spending, Wafer Fab Equipment and Capacity, Worldwide, 1Q26 – 22 April 20