Fiskars Oyj Abp · OMXHEX:FSKRS

Fiskars Oyj Abp — Fiskars Group — Investor Presentation (July 2025)

63 slides from Fiskars Oyj Abp's investor presentation, July 2025

  1. Slide 1: Investor presentation

    Investor presentation UPDATED JULY 2025

  2. Slide 2: Content

    Content Fiskars Group in brief Strategy Financials Q2 2025 Appendices 2 JULY 2025 Ⓒ FISKARS GROUP

  3. Slide 3: Pioneering design to make the everyday extraordinary

    Fiskars Group – Pioneering design to make the everyday extraordinary Est. 1649 Est. 1904 Est. 1775 Est. 1759 Est. 1939 Arabia est. 1873 Est. 1881 Est. 1783 3 JULY 2025 Ⓒ FISKARS GROUP

  4. Slide 4: Well-balanced footprint with ~30% of net sales from the U.S. and 20% from Asia

    Well-balanced footprint with ~30% of net sales from the U.S. and 20% from Asia ~130 NORTH AMERICA Nordics APAC ~20 ~30% of net sales ~20% of net sales UK & Ireland ~20 ~50 ~100 Continental Europe China Japan ~70 EUROPE Global presence +100 countries ~50% of net sales Rest of APAC ~500 own stores +60

  5. Slide 5: Fiskars Group key figures 2024

    Fiskars Group key figures 2024 Net sales Comparable EBIT EUR million EUR million 1,157.1 111.4 Comparable EPS Gross margin EUR % 1.07 48.8 Free cash flow Personnel EUR million Dec 31, 2024 81.7 6,850 5 JULY 2025 Ⓒ FISKARS GROUP

  6. Slide 6: Net sales splits (2024)

    Fiskars Group– Net sales splits (2024) SALES SPLIT BY BRAND SALES SPLIT BY CHANNEL SALES SPLIT BY GEOGRAPHY Georg Jensen 12% Royal Direct Americas Copenhagen 28% 29% Fiskars 9% 38% 8% 51% Europe Wedgwood 7% Iittala 72% 5% Indirect 20% Gerber 8% 4% Waterford 1% 8% Moomin Asia-Pacific Others Arabia Fi

  7. Slide 7: Two strong Business Areas with design-driven brands

    Two strong Business Areas (BA) with design-driven brands for both indoor and outdoor living FISKARS VITA BUSINESS AREAS SHARE OF NET SALES* 47% 52% KEY CATEGORIES Gardening Outdoor Cooking Scissors Creating Tableware Drinkware Interior Jewelry KEY BRANDS 7 JULY 2025 Ⓒ FISKARS GROUP *remaining 1% of

  8. Slide 8: Business Area Vita in brief

    Business Area Vita in brief • Premium and luxury products for the tableware, drinkware, jewelry and interior categories • Its well-known brands include Georg Jensen, Tableware Drinkware Interior Jewelry Royal Copenhagen, Wedgwood, Moomin Arabia, Iittala and Waterford • Already 50% of BA Vita’s net s

  9. Slide 9: Business Area Vita – Net sales splits (2024)

    Business Area Vita – Net sales splits (2024) SALES SPLIT BY BRAND SALES SPLIT BY CHANNEL SALES SPLIT BY GEOGRAPHY Arabia Others Americas Rörstrand 5% Royal Albert Georg Jensen 10% 3% 3% Royal Doulton 23% 3% 1% Moomin Arabia 8% Indirect 50% 50% Direct Waterford 9% Asia-Pacific 35% 55% Europe 18% Roya

  10. Slide 10: Direct-to-Consumer is key to Vita

    Direct-to-Consumer is key to Vita – The BA had approx. 500 own stores in 2024 STORES BY TYPE STORES BY GEOGRAPHY Stores 16% Europe 32% Outlets 14% 68% 70% Asia-Pacific Concessions 10 JULY 2025 Ⓒ FISKARS GROUP

  11. Slide 11: Business Area Vita quarterly figures

    Business Area Vita quarterly figures % NET SALES AND COMPARABLE EBIT MARGIN EURm 220 215 210 30 200 180 176 20.4% 20 160 17.5% 16.2% 15.9% 140 139 140 14.1% 130 127 126 127 125 11.4% 119 120 114 108 9.1% 10 100 7.2% 80 2.6% 1.3% 1.0% 60 0.0% 0 40 -6.2% 20 0 -10 Q2 22 Q3 22 Q4 22 Q1 23 Q2 23 Q3 23 Q4

  12. Slide 12: Business Area Fiskars in brief

    Business Area Fiskars in brief • A market leader in its categories: BA Fiskars consists of the gardening and outdoor categories, in addition to the scissors and creating, as well as cooking categories • The brands include Fiskars and Gerber Gardening Outdoor Cooking Scissors Creating • Sales primari

  13. Slide 13: Business Area Fiskars – net sales splits (2024)

    Business Area Fiskars – net sales splits (2024) SALES SPLIT BY CATEGORY SALES SPLIT BY CHANNEL SALES SPLIT BY GEOGRAPHY Creating Other Direct 5% 1% 3% Cooking 10% Scissors 13% Europe 46% 50% Americas 54% Gardening 16% Outdoor 97% 4% Indirect Asia-Pacific 13 JULY 2025 Ⓒ FISKARS GROUP

  14. Slide 14: Business Area Fiskars quarterly figures

    Business Area Fiskars quarterly figures NET SALES AND COMPARABLE EBIT MARGIN * EURm % 200 191 30 180 167 164 160 153 156 151 150 18.3% 18.7% 20 140 16.1% 18.9% 131 127 130 126 14.8% 14.0% 121 120 115 10.1% 10.7% 9.1% 9.5% 100 10 11.8% 5.7% 80 60 -2.2% 0 40 20 0 -10 Q2 22 Q3 22 Q4 22 Q1 23 Q2 23 Q3 2

  15. Slide 15: Seasonal volatility: BA Fiskars H1, BA Vita H2 focused

    Seasonal volatility: BA Fiskars H1, BA Vita H2 focused – Group net sales and EBIT evenly split between quarters QUARTERLY NET SALES BY BA QUARTERLY NET SALES SPLIT BY BA 22% 28% Q4 35% Vita 43% 42% 52% 50% Net 23% 62% 23% Q3 Sales 24% 28% 24% Q2 20% Fiskars 57% 58% 48% 50% 38% 21% 28% 24% Q1 Vita Fi

  16. Slide 16: Strategy

    Content Fiskars Group in brief Strategy Financials Q2 2025 Appendices 16 JULY 2025 Ⓒ FISKARS GROUP

  17. Slide 17: Long-term market dynamics remain attractive

    Long-term market dynamics remain attractive POWERFUL STRENGTH OF IMPORTANCE OF LUXURY IS SUSTAINABILITY BRANDS THAT INNOVATION & DIRECT-TO- ATTRACTIVE IS KEY SURROUND THE DESIGN CONSUMER LONG-TERM CONSUMER Truly innovative Integral to buyer’s 6-8% CAGR 58% of consumers 50% of consumers consumer prod

  18. Slide 18: Our clear Growth Strategy sets the framework for our choices

    Our clear Growth Strategy sets the framework for the choices we make – we are increasingly value-driven WE FOCUS ON WINNING: LOGIC Transformation Brands Channels Countries levers making our foundation stronger Commercial excellence Direct-to-Consumer Sharpened portfolio TRANSFORMATION LEVERS logic –

  19. Slide 19: Commercial Excellence: Focused actions to take our brands where they deserve to be

    Commercial Excellence: Focused actions to take our brands where they deserve to be • Executing channel GROSS MARGIN HAS IMPROVED CLEARLY strategy: • Prioritize own channels >49% 50 48.8% • Win with the winning partners 48 46.8% • Leave unhealthy business behind 46 44.9% • Utilize our full portfolio

  20. Slide 20: Direct-to-Consumer: We continue to grow in DTC

    Direct-to-Consumer: We continue to grow in DTC – consumer appetite for our brands is strong SHARE OF DTC SALES HAS GROWN STEADILY • Leveraging e-commerce capabilities Share of Group net sales Share of Vita net sales • Continuing systematic roll- 60 out of digital and analytics 50% >50% capabilities

  21. Slide 21: China: Strong growth through a repeatable model

    China: Strong growth through a repeatable model is strengthening our #1 position • Benefiting from brand heat – CHINA NET SALES RESILIENT IN 2024 EURm Wedgwood clear #1 in its category 70 CAGR +34% • Leveraging our platform: Strong 60 56 56 local team with impressive track record and capabilities 50

  22. Slide 22: U.S.: Adverse development driven by retailers' inventory focus

    U.S.: Adverse development driven by retailers’ focus on inventory management • Tough market environment – U.S. NET SALES DECLINED IN 2024* EURm retailers’ focus on inventory management continues CAGR -4% • Gross margin has improved 450 404 driven by our channel strategy 400 375 374 and price increas

  23. Slide 23: Sharpened portfolio logic accelerating Group profile improvement

    Sharpened portfolio logic accelerating Group profile improvement SHARPENED PORTFOLIO LOGIC OUTCOME: ACCELERATED GROUP PROFILE IMPROVEMENT Increase focus on brands which can: • Move the needle – make the big brands bigger and more powerful • Surround the consumer through category expansion Faster gro

  24. Slide 24: Clear portfolio roles for each brand

    Clear portfolio roles for each brand with investments and resources allocated accordingly Maximise Accelerate potential MAKE THE BIG BRANDS BIGGER • Accelerate: Over-invest to grow Winning DTC first, across key cities & Three large categories luxury brands • Anchor: Unlock Fiskars brand Utilize pote

  25. Slide 25: Systematic approach to M&A – case Georg Jensen

    Reshaping our portfolio inorganically: Systematic & disciplined approach to M&A – case Georg Jensen Fiskars Group M&A playbook Identify & Acquire Integrate Operate ▪ Confirmed strategic fit, ▪ Performance in line with business case • Strategy building on complementary strengths Case category expansi

  26. Slide 26: Next step of transformation: separating Business Areas into independent subsidiaries

    Next step of transformation journey: Completing “brands first” approach by separating Business Areas into independent subsidiaries 2020: 2023: FEBRUARY 1, 2025: BAs as product owner, part of BAs as business owner, BAs as operationally independent Group-wide matrix organization P&L accountable subsid

  27. Slide 27: New way of operating enables speed of execution

    New way of operating enables speed of execution, and is a key enabler for future growth Full business Dedication accountability Accelerate differing End-to-end responsible growth opportunities – business CEOs, improved make big brands bigger flexibility and speed Transparency and Independent legal m

  28. Slide 28: Our enablers for the future

    Our enablers for the future PEOPLE DIGITAL INNOVATION & SUSTAINABILITY DESIGN We are committed to We want to be We are committed to building an inclusive data-driven, and are We are known for our designing and delivering culture. We want to investing significantly design, and want to sustainable gro

  29. Slide 29: Committed to sustainability – progress in circularity and emissions targets

    We remain committed to sustainability – good progress in circularity and emissions targets ENVIRONMENTAL SOCIAL Target Apr 1-6/2025 Target 2024 2025 1-6/2025 1-6/2025 -44% * 1-6/2025 3.3 0 77 80 29% -59% 65% Base year 50% Base year -60% Base year -30% Target set 80% 2021 2017 2018 in 2030 2020 in 20

  30. Slide 30: Fiskars Group sets a long-term net-zero target

    Fiskars Group sets a long-term net-zero target I Our plan is to reduce climate emissions to net zero by 2049, which also marks the Group’s 400th anniversary year.

  31. Slide 31: Financials

    Content Fiskars Group in brief Strategy Financials Q2 2025 Appendices 31 JULY 2025 Ⓒ FISKARS GROUP

  32. Slide 32: Group net sales and gross margin development

    Group net sales and gross margin development EURm % 1,400 30 1,254 1,248 1,205 1,186 1,200 1,119 1,129 1,157 1,107 1,090 1,116 1,000 20 800 600 43.3% 44.9% 46.8% 48.8% 42.5% 43.2% 43.4% 38.7% 41.0% 40.9% 10 400 200 0 0 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Net sales Gross margin 32 JULY

  33. Slide 33: Profitability development

    Profitability development EURm % 160 154 151 14 12.3% 12.1% 140 12 9.8% 110 111 120 109 9.8% 9.6% 109 10 100 7.1% 9.8% 8 80 78 6 60 4 40 20 2 0 0 2018 2019 2020 2021 2022 2023 2024 Comparable EBIT margin Comparable EBIT 33 JULY 2025 Ⓒ FISKARS GROUP

  34. Slide 34: Fiskars Group's quarterly development – last 3 years

    Fiskars Group’s quarterly development – last 3 years NET SALES, EURm COMPARABLE EBIT (EURm) AND EBIT MARGIN, % EURm % -8.1% 60 20 -6.8%* 18 346 337 50 319 16 304 42.9 293 283 281 292 14 275 268 40 37.7 256 258 36.3 241 33.2 12 31.2 29.7 30 26.8 10 25.1 24.3 23.4 8 20 17.9 19.2 6 4 10 3.0 2 0 0 Q2 Q3

  35. Slide 35: Growth investments' share of CAPEX allocation will increase

    Growth investments’ share of CAPEX allocation will increase COMMENT NEXT 2YRS FISKARS VITA • CAPEX 4-5% of • 60% Expansion Net Sales Retail 7% • 40% Renovation/maintenance (earlier approx. 4%) Functions 12% • Growth investments’ Product Development 12% share in Retail, Supply Chain and Digital will

  36. Slide 36: Strong balance sheet has enabled steady investments

    Strong balance sheet has enabled steady investments NET DEBT / EQUITY AT QUARTER- CASH FLOW FROM OPERATIONS (CFO), CAPEX AND CASH RETURNS TO END AND LONG-TERM AVERAGE (%) SHAREHOLDERS 80 236 EURm 70 250 Net Debt / 203 60 Equity 50 200 40 39% 128 133 30 150 20 99 128 116 115 10 100 84 47 0 75 81 50 5

  37. Slide 37: Solid cash position enables an increasing dividend: 0.84 per share

    Solid cash position enables an increasing dividend: 0.84 per share COMP. EPS AND DPS 2019-2024 CEPS AND DPS 2019-2024 2.4% EUR EUR Dividend growth 2.68 2023-2024 1.37 2.46 1.19 1.16 5.2%* 0.99 1.07 1.51 Dividend yield 0.80 0.82 0.84 0.76 1.39 0.60 79% 0.60 0.76 0.80 0.82 0.84 Payout Ratio on comp. E

  38. Slide 38: Content Q2

    Content Fiskars Group in brief Strategy Financials Q2 2024 Appendices 38 JULY 2025 Ⓒ FISKARS GROUP

  39. Slide 39: Key takeaways

    Key takeaways Q2 COMPARABLE Q2 COMPARABLE 2/4 GUIDANCE FOR NET SALES -7% EBIT DECREASED TRANSFORMATION 2025 (UPDATED TO LEVERS JUNE 12, 2025): DRIVEN EUR 3 MILLION DELIVERING: PARTICULARLY BY DECLINES IN THE DRIVEN BY LOWER Q2 DIRECT-TO- U.S. VOLUMES AND C O M P A R A BL E E B I T CONSUMER +4% DECLI

  40. Slide 40: Q2 2025 Group key figures

    Q2 2025 Group key figures – net sales and COMPARABLE EBIT, EURm 3.0 comparable EBIT declined Q2/2024: 19.2 COMPARABLE GM, % NET SALES, EURm COMPARABLE EBIT (EUR m) AND COMPARABLE EBIT MARGIN, % 46.8 Q2/2024: 49.1 EURm % -8.1% 50 15 FREE CASH FLOW, EURm 12.4 350 -6.8%* 41.4 319 307 13.5% 300 281 40 3

  41. Slide 41: Comparable EBIT declined on lower volumes and negative tariff impacts

    Fiskars Group’s comparable EBIT declined, driven by lower volumes as well as negative tariff impacts Q2 2025 EBIT EXCL. IAC BRIDGE, EURm -16.2 20 19.2 15 10 5 3.0 0 -5 Q2-24 Sales Volume GM Tariff impact Marketing SG&A Other Q2-25 Income 41 JULY 2025 Ⓒ FISKARS GROUP

  42. Slide 42: H1 P&L profiles by Business Area

    H1 P&L profiles – Fiskars BA continues demonstrating high SG&A efficiency, Vita weighed by DTC OPEX structure COMPARABLE GROSS MARGIN SG&A AND MARKETING COMPARABLE EBIT MARGIN Vita 55.5% 58.6% -2.6% Fiskars 40.0% 25.5% 15.1% Group 47.2% 42.5% 5.4% 42 JULY 2025 Ⓒ FISKARS GROUP

  43. Slide 43: Q2 2025 free cash flow decreased due to increased inventories

    Q2 2025 free cash flow decreased from all-time high comparison, due increased inventories QUARTERLY FREE CASH FLOW, EURm Q2 FREE CASH FLOW, EURm EURm EURm Q2-25 Q2 vs. LY EBITDA 24.4 + 3.0 100 -37 200 Non-cash adjustments 6.1 + 8.7 78 75 69 150 Cash Flow from operations 30.5 + 11.7 53 49 Change in i

  44. Slide 44: Net Debt to EBITDA at 3.16x driven by a lower LTM EBITDA

    Net Debt to EBITDA at 3.16x driven by a lower LTM EBITDA NET DEBT (EURm) AND NET DEBT / LTM EBITDA (EXCLUDING IAC) EURm Multiple +0.48X 600 3.5x 563 556 529 510 500 494 3.0x 478 447 Financial Target 2.5x 400 370 344 342 336 187 325 2.0x 300 Georg Jensen 1.5x 222 200 1.0x 260 100 0.5x 0 0.0x Q2-22 Q3

  45. Slide 45: Business Area performance

    Business Area performance 45 JULY 2025 Ⓒ FISKARS GROUP

  46. Slide 46: Vita BA Q2: Net sales decreased driven by weak Waterford performance

    Vita BA Q2: Net sales decreased driven by weak Waterford performance, growth in China and with Moomin Arabia COMPARABLE EBIT (EURm) AND NET SALES, EURm MARGIN, % • Comparable net sales decreased 2.8% -3.6% EURm % -2.8%* • Decrease driven by the weak 140 130 15 14.4 15 performance of Waterford in 127

  47. Slide 47: Business Area Vita highlights

    Business Area Vita highlights China Q2 +12% – good performance Moomin Arabia continues strong with new water bottle category and growth during the Moomin 80th the Arabia brand anniversary year 47 JULY 2025 Ⓒ FISKARS GROUP

  48. Slide 48: BA Fiskars Q2: Net sales decreased driven by declines in the U.S.

    BA Fiskars Q2: Net sales decreased driven by declines in the U.S., continued strong growth in Germany NET SALES, EURm COMPARABLE EBIT (EURm) AND MARGIN, % • Comparable net sales decreased by 11.0% EURm % 200 191 191 -12.7% 30 28.7 20 • Decline driven by declines and -11.0%* 26.7 24.7 distribution lo

  49. Slide 49: Business Area Fiskars highlights

    Business Area Fiskars highlights Continued strength in Germany 6th generation Fiskars Classic through distribution gains and Scissors launched successful campaigns 49 JULY 2025 Ⓒ FISKARS GROUP

  50. Slide 50: Committed to sustainability – progress in circularity and emissions targets

    We remain committed to sustainability – good progress in circularity and emissions targets ENVIRONMENTAL SOCIAL Target Apr 1-6/2025 Target 2025 3.3 0 80 1-6/2025 1-6/2025 1-6/2025 77 29% -59% 65% Base year 2021 50% Base year 2017 -60% Target set 2020 80% in 2030 in 2030 in 2029 Measured in connectio

  51. Slide 51: Tariffs & guidance

    Tariffs & guidance 51 JULY 2025 Ⓒ FISKARS GROUP

  52. Slide 52: Tariffs are a key factor in current market uncertainty

    Tariffs are a key factor in current market uncertainty • U.S. exposure: ~ 30% of Fiskars Group's net sales, ~ 50% of Business Area Fiskars’ net sales • Indirect impacts: The indirect impacts, particularly on retailer demand and inventory behavior, have materialized more rapidly and negatively than p

  53. Slide 53: Tariff impacts more pronounced with BA Fiskars

    Tariff impacts more pronounced with BA Fiskars Q2 2025 BA VITA EBIT EXCL. IAC BRIDGE, EURm Q2 2025 BA FISKARS EBIT EXCL. IAC BRIDGE, EURm 8 25 -8.3 22.3 6 20 4 -9.4 2 1.6 15 14.0 0 10 -2 -4 5 -6 -8 0 -7.8 Q2-24 Sales GM Tariff Marketing SG&A Other Q2-25 Q2-24 Sales GM Tariff Marketing SG&A Other Q2-

  54. Slide 54: Guidance for 2025 (updated on June 12, 2025)

    Assumptions and actions behind the guidance Guidance for 2025 - The operating + Pricing adjustments (updated on June 12, 2025) environment is and ongoing challenging productivity initiatives are - Tariffs are expected to expected to support Fiskars Corporation expects increase sourcing costs directl

  55. Slide 55: Appendices

    Content Fiskars Group in brief Strategy Financials Q2 2025 Appendices 55 JULY 2025 Ⓒ FISKARS GROUP

  56. Slide 56: Largest shareholders as of June 30, 2025

    Largest shareholders as of June 30, 2025 NUMBER OF % OF SHARES AND # SHAREHOLDER NAME SHARES VOTES 1 Virala Oy Ab 12,777,500 15.77% 2 Turret Oy Ab 11,430,961 14.11% 3 Holdix Oy Ab 10,165,537 12.55% 4 Bergsrådinnan Sophie von Julins Stiftelse 2,556,000 3.16% 5 Oy Julius Tallberg Ab 2,554,350 3.15% 6

  57. Slide 57: Leadership Team

    Leadership Team Jyri Luomakoski Jussi Siitonen Aamir Shaukat Fiskars Group’s President CFO Executive Vice President, Group & CEO (interim) Employed 2021 Operations and Sustainability Employed 2023 Daniel Lalonde Dr. Steffen Hahn CEO of Vita CEO of Fiskars Employed 2025 Employed 2024 57 JULY 2025 Ⓒ F

  58. Slide 58: Members of the Board of Directors in 2025

    AG 2025 Members of the Board of Directors in 2025 Paul Ehrnrooth Rolf Ladau Albert Ehrnrooth Louise Fromond Julia Goldin Carl-Martin Lindahl Jyri Luomakoski Susan Repo Susanne Skippari 58 JULY 2025 Ⓒ FISKARS GROUP

  59. Slide 59: Cost of Goods Sold

    Cost of Goods Sold COGS TOTAL OWN PRODUCTION DIRECT MATERIALS 100% 100% 100% Plastics Logistics & Warehousing Steel Direct materials 75% 75% 75% Aluminium Packaging Sourcing 50% 50% Direct labour 50% Components Indirect labour 25% Own 25% 25% Production Energy Maintenance material Other Depreciation

  60. Slide 60: Fiskars was founded in 1649, Group formed through strategic acquisitions

    Fiskars was founded in 1649, Fiskars Group was formed through strategic acquisitions Georg Jensen Waterford, joins Fiskars Wedgwood, & Royal Group Gerber joins Doulton join Fiskars Fiskars Group Group Our luxury home brand portfolio’s Fiskars 1986 2015 share of the Group’s manufactures Fiskars Group

  61. Slide 61: Calculation of financial indicators

    Calculation of financial indicators INDICATOR DEFINITION EBIT Operating profit Comparable EBIT Operating profit (EBIT) +/- items affecting comparability Items such as restructuring costs, impairment or provision charges and releases, acquisition related Items affecting comparability costs, and gains

  62. Slide 62: 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

  63. Slide 63: Thank you!

    Thank you!

Fiskars Group — Investor Presentation (July 2025) on 6ix