Slide 1: H1 2025 Results & Strategic Plan 2026-2028
H1 2025 Results & Strategic Plan 2026-2028 September 29th, 2025
Slide 2: Today's speakers
Today’s speakers Luca Innocenzo Sara Sburlati Tamborrini De Benedetti CEO CFO Investor Relations Manager ▪ President of Confindustria Moda 2025-2029 ▪ Since 2009 in Pattern ▪ Since 2019 in Pattern ▪ Since 2012 in Pattern ▪ 22 years as CFO and Senior ▪ 15 years in communication, last ▪ 20 years of Fa
Slide 3: Landmark for top-end Luxury Fashion Engineering & Production
is a landmark for top-end Luxury Fashion Engineering & Production
Slide 4: Index
Index H1 2025 Overview, Outlook & Financials Strategic Plan 2026-2028 4
Slide 5: H1 2025 Overview, Outlook & Financials
H1 2025 Overview, Outlook & Financials 5
Slide 6: H1 2025 Overview
H1 2025 Overview 2025 is shaping up to be a complex year for the luxury sector and represents a year of transition for the Group, with a moderate contraction in volumes and pressure on margins, but in line with expectations. The commercial strategy aims to strengthen relationships with customers pos
Slide 7: Pattern Group: The Italian Hub of Luxury Fashion Engineering & Production
Pattern Group: The Italian Hub of Luxury Fashion Engineering & Production Pattern Group is present in the main product categories (men's and womenswear, knitwear, still fabrics, leather goods, clothing and accessories) starting from the Research and Engineering phase all the way through to Productio
Slide 8: H1 2025 Key figures
H1 2025 Key figures TOTAL REVENUE VoP € 53.5 M € 57.5 M -11.4% -6.9% EBITDA ADJ.1 GROUP GROUP RESULT FREE CASH FLOW RESULT € 1.6 M € -1.6 M € -4.9 M -76.5% € -0.3 M NET DEBT GEARING RATIO2 CAPEX € 19.9 M 48% € 4.7 M vs 14.4 M 1 The adj. result is obtained by subtracting goodwill amortization 8 2 Net
Slide 9: H1 2025 Total Revenue
H1 2025 Total Revenue ▪ Impact of the change of scope (UVM) ▪ The decline in volumes, on a like-for-like basis, was greater in knitwear (-23.3%), partly offset by the acquisition of the new knitwear factory (+12%) €M Change in Total Revenue Change in Total Revenue by sector -11.4% -11.4% 60.3 60.3 -
Slide 10: H1 2025 Ebitda
H1 2025 Ebitda ▪ Decrease in Ebitda mainly deriving from Knitwear, but knitwear Ebitda remains strong ▪ Among cost items, raw material consumption increased by 4.8%, mainly due to higher work-in-progress at the end of the semester ▪ Personnel costs rose only slightly despite the consolidation of UVM
Slide 11: H1 2025 Result for the period and Adj. result for the period
H1 2025 Result for the period and Adj. result for the period €M Change in Adj. Group result for the period by sector €/000 H1 2025 H1 2024 -115.0% 2.2 Group result for the period (1,585) 1,442 -0.5 Goodwill amortization 1,249 803 Adj. Group result for the period (336) 2,245 -2.4 ▪ Adj. Group result
Slide 12: H1 2025 Free cash flow
H1 2025 Free cash flow €/000 H1 2025 H1 2024 Operating profit from operations 3,740 7,460 ▪ FCFFO effected by the decrease in revenue Changes in nwc (7,119) 1,350 and the simultaneous increase in NWC due Other changes (3,646) (1,025) to the production orders in progress Payments riclassified in NFP
Slide 13: H1 2025 Balance sheet & Capex
H1 2025 Balance sheet & Capex H1 2025 126.8 126.8 CAPEX ON REVENUE 8.8% 3.8% €/000 H1 2025 H1 2024 41.4 Total Equity Fixed assets 60.1 IT investments 87 58 Works on third party property 58 81 Other 93 77 Net acquisition of intangible assets 238 217 Non current 39.7 liabilities Inventory 11.0 Land an
Slide 14: H1 2025 Change in Net Financial Position
H1 2025 Change in Net Financial Position €/000 H1 2025 H1 2024 Starting NFP of the Group (14,375) 642 NFP of newly consolidated companies - 1,289 GEARING RATIO* H1 2025 H1 2024 Cash flow from operating activities (196) 6,955 Capex (4,699) (2,316) 48% 28% Financial investments (205) 4,640 M&A activit
Slide 15: H1 2025 Net debt structure: Liquidity remains very high
H1 2025 Net debt structure: Liquidity remains very high €/000 €/000 H1 2025 FY 2024 43,951 43,238 Short term bank debt 10,054 14,100 Long term bank debt 31,497 19,908 25.2% Bank debt 41,551 34,008 39.2% Short term Short term other financial debt 1,000 2,830 Long term other financial debt 1,400 6,400
Slide 16: Strategic Plan 2026-2028
Fan i ‘A LAVACA TH ee # Wi tag WRG hh
Slide 17: Current Scenario
Current Scenario “The fashion world is undergoing a period of profound transformation, driven by evolving economic and geopolitical dynamics, unpredictable tariff scenarios, technological advances, and shifting consumer preferences, increasingly focused on experience over product. These external cha
Slide 18: Made in Italy Current Scenario
Made in Italy Current Scenario MARKET TREND ▪ Economic Deceleration and Geopolitical Uncertainty ▪ Growing Demand for Sustainability ▪ Digitalization and Innovation ▪ Consumer Shift EXPORT 1H 2024 VS 1H 2025 IMPORT 1H 2024 VS 1H 2025 20,000 17,977 -3.5% 15,000 12,990 +4.6% 15,000 10,000 13,446 12,96
Slide 19: Pattern Performance vs. Global Personal Luxury Goods Market
Pattern Performance vs. Global Personal Luxury Goods Market FCST CAGR 15-23 CAGR 23-24 Q125 vs Q124 354 369 363 363-377 Global Personal 284 293 Luxury Goods Market* 245 244 255 263 223 (billion €) +5% -2% -5% 126 126** 109 107-110 70 Revenues 27 30 44 56 53 +23% 0% -18%*** 23 2015 2016 2017 2018 201
Slide 20: Pattern Performance vs. Competitors
Pattern Performance vs. Competitors FY 2024 COMPETITORS FINANCIAL FIGURES PATTERN GROUP COMPETITOR 1 COMPETITOR 2 COMPETITOR 3 Revenue € 128 M € 557 M € 43 M € 54 M EBITDA € 13 M € - 52 M € -3 M €3M EBITDA Margin 10.2% - 9.3% - 7% 5.6% Profit (loss) for the year € 0.4 M € - 81 M €-5M €2M Adj. € 5.1
Slide 21: Objectives underlying the Strategic Plan
Objectives underlying the Strategic Plan 1. Necessary reduction of market risk, customer concentration in a company resilient to any market fluctuations over a 5–10year horizon 2. Countering aggressive competitors who, through financial leverage, have created significantly larger groups (even if cur
Slide 22: Strategic Plan Assumptions: Drivers of uncertainty
Strategic Plan Assumptions Driver of Strategic Plan 2026-2028 Impacted IS item Scope of analysis Drivers of uncertainty 1. Decline/Recovery of the Chinese market Revenue ↑↓ Category 2. Introduction of US trade tariffs of 10-20% Revenue ↓ Category 3. Changes in creative direction Revenue ↑↓ Brand/Cat
Slide 23: Action lines: The «3İ» plan
3 Action lines: The «3İ» plan MISSION Create a unique Italian industrial player focused on Product Development and Innovation, progressively expanding its focus from Ready -To-Wear sector and pursuing economic growth objectives with low invested capital INTEGRATEI Always with I = Interpret, Ideate,
Slide 24: 3İ Action lines: Integrate
INTEGRATEI 3İ Action lines: Integrate ACQUISITION OF ONE OR MORE SIGNIFICANT PLAYERS IN RELATED SECTORS SPECIFIC FEATURES OF THE APPROACH TO INNOVATION PRODUCTION STRATEGY TYPE OF CUSTOMERS TECHNICAL DESIGN High technical content in all Primarily outsourced to a Absolute luxury customers categories
Slide 25: 3İ Action lines: Innovate 1/3
3İ Action lines: Innovate 1/3 INNOVATEI The ultimate goal is to establish technological, innovative, and environmental leadership that will ensure the Group a lasting and sustainable competitive advantage, strengthening the distinctive identity that has always defined it. It is therefore necessary t
Slide 26: 3İ Action lines: Innovate 2/3
3İ Action lines: Innovate 2/3 INNOVATEI FOCUS ON: Digital Product Passport (DPP) Integrate DPP into design and manufacturing processes to ensure compliance with European regulations and improve product lifecycle traceability. Green Production Systems Develop and implement low-impact production syste
Slide 27: 3İ Action lines: Innovate 3/3
3İ Action lines: Innovate 3/3 INNOVATEI Industrial Innovation: The Group's Challenge: Becoming a Single Platform for Customer Innovation TARGET Creating added value for existing or new customers (or other players in the supply chain) by bringing together different categories and models of production
Slide 28: 3İ Action lines: Impact 1/3
IMPACTI 3İ Action lines: Impact 1/3 CHALLENGES FOR FASHION HUBS RTW: towards a new Hub KNITWEAR: new challenge LEATHERGOODS: a new IDEE PARTENRS • Streamlining of some Operations functions • Continue the process of functional and • Strengthening product development and "creation“. (planning/purchasi
Slide 29: 3İ Action lines: Impact 2/3
IMPACTI 3İ Action lines: Impact 2/3 Renew leadership by serving customer innovation through both the creation of dedicated functions and significant investment in new technologies CORPORATE STRATEGIC ENABLERS DIGITAL & NEW TECH ORGANIZATION & PEOPLE SUSTAINABILITY LEAN THINKING ▪ AI, Generative AI ▪
Slide 30: 3İ Action lines: Impact 3/3
IMPACTI 3İ Action lines: Impact 3/3 KEY ATTRIBUTES OF DDP FOR THE SUCCESS OF CIRCULAR MODELS ▪ Traceability ▪ Standardisation ▪ Transparency ▪ Data reliability 30
Slide 31: 2028 Financial Targets
2028 FINANCIAL TARGETS Revenue EBITDA Margin NFP Target 2028 € 125 - 140 M Low double digit Cash positive AS IS Target 2028 Medium double + 12 - 20% Neutral with M&A digit 31
Slide 32: Short Term Strategic Plan
Short Term Strategic Plan Short-term objectives with ‘AS IS’ structure ▪ Innovation management, defining the path of DHouse and Esemplare in a synergistic manner through product/process innovations, also carried out with the support of one or more designers. ▪ Joint Venture with a strategic supplier
Slide 33: Ongoing Investments
Ongoing Investments 33
Slide 34: New Headquarters in Turin – Pattern Group industrial platform
New Headquarters in Turin – Pattern Group industrial platform CONFIGURATION OFFER EXPERIENCE PRODUCT PROFIT NETWOR PRODUCT CUSTOMER STRUCTURE PROCESS PROCESS PERFORMANC SERVICE CHANNEL BRAND MODEL K SYSTEM ENGAGEMENT E READY TO WEAR KNITWEAR LEATHER GOODS MANUFACTURING PROCESSES • Area of 22.000mq •
Slide 35: Multi-year investments in the high-level Italian supply chain
Multi-year investments in the high-level Italian supply chain NEW JV FOR HIGH-END READY TO WEAR PRODUCTION Joint venture with Manifatture Sartoriali Zeverino, an Apulian workshop specialised in the manufacture of splittable fabrics, which led to the creation of MTD – Manifattura Tessuti Double. Entr
Slide 36: Contacts
Follow us: Internet Risultati immagini per logo linkedin Sede Legale e Amministrativa Via Italia, 4 10093 Collegno (TURIN) Italy Investor Relations Sara De Benedetti sara.debenedetti@pattern.it Contacts Euronext Growth Advisor Value Track SIM S.p.A. 36