Slide 1: Welcome to HANZA's Capital Markets Day
Welcome to HANZA's Capital Markets Day On site Kista, Sweden, and Webcast March 10th, 2026 Francesco Franzé Erik Stenfors Chairman of the Board CEO and Founder 1
Slide 2: Agenda
Agenda 13.00 Welcome Introduction (Chairman) From HANZA 2025 to HANZA 2028 (CEO) Business development and operations (COO) BMK as part of HANZA (Head of Professional Electronics, BMK) 14.00 (ca) Coffee break (approx. 15 min) HANZA’s defense initiative (CSO) HANZA United (CHRO) Financial performance
Slide 3: From HANZA 2025 to HANZA 2028
We closed 2022 as a SEK 3.5 bn company, we open 2026 as a SEK 10 bn company. ErikLars Åkerblom Stenfors CEOCFO From HANZA 2025 to HANZA 2028 3 HANZA CMD. March 10th, 2026
Slide 4: Complex supply chains – increased cost and risk
Complex supply chains – increased cost and risk Traditionally one manufacturer per part (electronics, sheet metal mechanics, cabling, etc.) 4 HANZA CMD March 10th, 2026
Slide 5: Manufacturing Made Easy
Manufacturing Made Easy TM 5 HANZA CMD March 10th, 2026
Slide 6: ALL YOU NEED IS ONE
ALL YOU NEED IS ONE TM Regional manufacturing clusters. One partner, full responsibility 6 HANZA CMD March 10th, 2026
Slide 7: Case study: Mitsubishi forklifts
Case study: Mitsubishi forklifts From 40 Suppliers to one manufacturing partner Mitsubishi Logisnext, a leading supplier of own-developed forklift trucks. 40 contract manufacturers + Mitsubishi's final assembly → One partner, HANZA. Lower cost. Shorter lead times. Reliable deliveries. Single point o
Slide 8: Case study: Mitsubishi forklifts
Case study: Mitsubishi forklifts From 40 Suppliers to one manufacturing partner Mitsubishi Logisnext, a leading supplier of own-developed forklift trucks. 40 contract manufacturers + Mitsubishi's final assembly → One partner, HANZA. Lower cost. Shorter lead times. Reliable deliveries. Single point o
Slide 9: HANZA 2025
Defining operational and corresponding financial HANZA 2025 targets for each phase. A proven execution model, Purpose: To start next phase by phase phase at a certain level. "HANZA 2025" HANZA Established 2008 "HANZA 2013" "HANZA 2017" "HANZA 2022" "HANZA 2025" "HANZA 2028" Future phase Initial Manu
Slide 10: HANZA 2025: A transformation in three years
HANZA 2025: A transformation in three years Operational target: Create larger and more uniform clusters in Europe, to provide the right capacity, capability, cost efficiency, etc. for the customers. Also embrace specific “Gateways” (single factories) where and when needed. 2022 Sales ca SEK 3.5 bn.
Slide 11: HANZA 2025: A transformation in three years
HANZA 2025: A transformation in three years Operational target: Create larger and more uniform clusters in Europe, to provide the right capacity, capability, cost efficiency, etc. for the customers. Also embrace specific “Gateways” (single factories) where and when needed. 2022 Sales ca SEK 3.5 bn.
Slide 12: HANZA 2025: A transformation in three years
HANZA 2025: A transformation in three years Operational target: Create larger and more uniform clusters in Europe, to provide the right capacity, capability, cost efficiency, etc. for the customers. Also embrace specific “Gateways” (single factories) where and when needed. Size target: Open 2026 as
Slide 13: HANZA 2028
Defining operational and corresponding financial HANZA 2028 targets for each phase. Expanding Purpose: To start next technologies phase at a certain level. "HANZA 2028" Established 2008 "HANZA 2013" "HANZA 2017" "HANZA 2022" "HANZA 2025" "HANZA 2028" Future phase Initial Manufacturing Geography Bala
Slide 14: HANZA grows when customers grow
Why? Technology expansion to increase customer value! HANZA grows when customers grow Sales (MSEK) Manufacturing made easy tm 14 HANZA CMD March 10th, 2026
Slide 15: People and culture
People and culture The staff that makes the difference 15 HANZA CMD. March 10th, 2026
Slide 16: Multi-Layer transparency
Multi-Layer transparency Transparency in: Financial reporting Interim reports (above) have been updated in accordance with best reporting practices. 16 HANZA CMD March 10th, 2026
Slide 17: Multi-Layer transparency
Multi-Layer transparency Transparency in: Financial reporting Strategy, organization and execution Interim reports (above) have been updated in accordance with best reporting practices. 17 HANZA CMD March 10th, 2026
Slide 18: Multi-Layer transparency
Multi-Layer transparency Transparency in: Financial reporting Strategy, organization and execution Openness at our factories and investor access Interim reports (above) have been updated in accordance with best reporting practices. May 7, 2026, HANZA will offer a guided tour of Cluster Sweden,
Slide 19: Multi-Layer transparency
Multi-Layer transparency Transparency in: Financial reporting Strategy, organization and execution Openness at our factories and investor access The information provided by HANZA is continuously Interim reports (above) have been updated in accordance with best reporting practices. developed in
Slide 20: Business development and operations
We develop our manufacturing technologies based on customer needs Andreas Nordin COO Business development and operations 20 HANZA CMD. March 10th, 2026
Slide 21: Technology roadmap driven by customer needs
Technology roadmap driven by customer needs Heavy mechanics Machining Sheet metal Electronics Cable harnesses Complex assembly Evaluating the set of technologies for our customer needs Any new technologies to be added? Any sub-technologies to be added in these capabilities? Development plan fo
Slide 22: Manufacturing technology footprint today
Manufacturing technology footprint today SWEDEN FINLAND Cluster Complex assembly Complex assembly Sheet metal Sheet metal Gateway Electronics Machining Machining Wire harnesses BALTICS Complex assembly GERMANY Sheet metal Complex assembly Machining Electronics Wire harnesses Heavy mechanics CENTRAL
Slide 23: Investments
Investments HANZA invests with clear ROI to strengthen delivery reliability 5-axis grinding in Årjäng, Sweden Electronics in Brzeg Dolny, Poland Battery cabinet assembly in Oulainen, Finland 23 HANZA CMD March 10th, 2026
Slide 24: Summary technologies and investments
Summary technologies and investments Clusters are not designed to be identical. Some technologies benefit from scale consolidation. Others must remain close to customers. Continuous portfolio review guides investments. Stable investment levels support reliability. 24 HANZA CMD March 10th,
Slide 25: Sourcing
Sourcing A large share of costs is sourced materials for production and assemblies. Key categories are centrally managed for optimal prices and terms. During integrations, supplier prices and terms are benchmarked. Contingency plans track single-source risks. New suppliers meet HANZA requi
Slide 26: HANZA organized in three market regions
HANZA organized in three market regions 26 HANZA CMD March 10th, 2026
Slide 27: HANZA organized in three market regions
HANZA organized in three market regions Region NORTH The customers are mainly in Scandinavia and served from the factories in Sweden. 27 HANZA CMD March 10th, 2026
Slide 28: HANZA organized in three market regions
HANZA organized in three market regions Region EAST Region NORTH Many customers are served from the The customers are mainly in factories in Finland and Estonia, and Scandinavia and served from collaboration is today already up the factories in Sweden. and running. 28 HANZA CMD March 10th, 2026
Slide 29: HANZA organized in three market regions
HANZA organized in three market regions Region EAST Region NORTH Many customers are served from the The customers are mainly in factories in Finland and Estonia, and Scandinavia and served from collaboration is today already up the factories in Sweden. and running. Region CENTER Many customers are s
Slide 30: Operational organization
Operational organization COO Region Region Region Business NORTH CENTER EAST Control Special Projects Cluster Cluster Cluster Milectria and BMK will SE DE FI be handled as separate Business Technology projects in 2026. Cluster Cluster CE BA Sourcing Governance KPIs are set for each Gateway Region an
Slide 31: Principles for HANZA’s customer base
Principles for HANZA’s customer base Diversified customer base No customer should exceed 10% of our net sales. The ten largest customers should together account for less than 50% of HANZA’s net sales. Total Cost of Ownership (TCO) From part price to landed cost to TCO: Understanding the TCO caus
Slide 32: Customer Segments
Customer Segments Customers are classified based on the primary end-market in which the delivered product is used. 32 HANZA CMD March 10th, 2026
Slide 33: Customer Segments
Customer Segments Customers are classified based on the primary end-market in which the delivered product is used. 1. Electrification & Energy Systems Products and systems used in electrification and energy infrastructure, for example, power generation and distribution, energy storage and energy eff
Slide 34: Customer Segments
Customer Segments Customers are classified based on the primary end-market in which the delivered product is used. 1. Electrification & Energy Systems Products and systems used in electrification and energy infrastructure, for example, power generation and distribution, energy storage and energy eff
Slide 35: Customer Segments
Customer Segments Customers are classified based on the primary end-market in which the delivered product is used. 1. Electrification & Energy Systems Products and systems used in electrification and energy infrastructure, for example, power generation and distribution, energy storage and energy eff
Slide 36: Customer Segments
Customer Segments Customers are classified based on the primary end-market in which the delivered product is used. 1. Electrification & Energy Systems Products and systems used in electrification and energy infrastructure, for example, power generation and distribution, energy storage and energy eff
Slide 37: Customer Segments
Customer Segments Customers are classified based on the primary end-market in which the delivered product is used. 1. Electrification & Energy Systems Products and systems used in electrification and energy infrastructure, for example, power generation and distribution, energy storage and energy eff
Slide 38: Approximate size of customer segments in 2025, including BMK
Approximate size of customer segments in 2025, including BMK 1. Electrification & Energy Systems – SEK 2.4 bn 5. IM&S 1. E&ES 21% 25% 2. Defense & Security – SEK 0.8 bn 3. Heavy Equipment – SEK 1.4 bn 2. D&S 8% 4. Industrial & Professional Products – SEK 3.1 bn 4. I&PP 32% 3. HE 14% 5. Industrial Ma
Slide 39: BMK as part of HANZA
Advanced electronics meet HANZA's manufacturing model, creating disruptive results Florian Weiss Head of Professional Electronics, BMK BMK as part of HANZA 39 HANZA CMD. March 10th, 2026
Slide 40: Today’s key messages
Today’s key messages • BMK’s development and market position • Core capabilities and differentiators • Showcases, what we do for customers • BMK & HANZA, disrupting German Manufacturing Industry 40 HANZA CMD March 10th, 2026
Slide 41: BMK – 30 years of growth in advanced electronics
BMK – 30 years of growth in advanced electronics 1994 Founded in Augsburg, Germany Annual sales: € 1.8 million Employees: 25 Production area: 1,200 m² 2001 BMK Services 2005 BMK IL Ltd., Israel BMK electronic solutions GmbH B aur M üller K nöferle 2015 BMK Czech Technologies s.r.o., Czech Repu
Slide 42: HANZA CMD March 10th, 2026
42 HANZA CMD March 10th, 2026
Slide 43: BMK Germany
BMK Germany 43 HANZA CMD March 10th, 2026
Slide 44: BMK Germany BMK Czech Republic
BMK Germany BMK Czech Republic 44 HANZA CMD March 10th, 2026
Slide 45: BMK Germany, Czech Republic, Israel
BMK Germany BMK Czech Republic BMK Israel 45 HANZA CMD March 10th, 2026
Slide 46: BMK Germany Czech Republic Israel After Sales
BMK Germany BMK Czech Republic BMK Israel BMK After Sales Germany 46 HANZA CMD March 10th, 2026
Slide 47: BMK’s capabilities across the electronics value chain
BMK’S CAPABILITIES ACROSS THE ELECTRONICS VALUE CHAIN Service Development Ruggedizing Layout Test Customers Industrialization Project System assembly/ Prototype production partial assembly Test development Supply chain management Assembly production 47 HANZA CMD March 10th, 2026
Slide 48: BMK at a glance – capabilities and performance indicators
BMK AT A GLANCE – CAPABILITIES AND PERFORMANCE INDICATORS 48 HANZA CMD March 10th, 2026
Slide 49: BMK at a glance – capabilities and performance indicators
BMK AT A GLANCE – CAPABILITIES AND PERFORMANCE INDICATORS 30+ engineers developing customer products BMK “yourproto“ for fast prototyping Any mix / any volume production Assembly and box build 49 HANZA CMD March 10th, 2026
Slide 50: BMK at a glance – capabilities and performance indicators
BMK AT A GLANCE – CAPABILITIES AND PERFORMANCE INDICATORS 30+ engineers developing Own Robotics and customer products Automation Team BMK “yourproto“ for fast 40+ engineers developing prototyping Test Systems Any mix / any volume Own analysis laboratory production Assembly and box build In-house Too
Slide 51: BMK at a glance – capabilities and performance indicators
BMK AT A GLANCE – CAPABILITIES AND PERFORMANCE INDICATORS 30+ engineers developing Own Robotics and Lot sizes 1 – 50,000 customer products Automation Team BMK “yourproto“ for fast 40+ engineers developing Over 400,000 produced prototyping Test Systems systems per month Any mix / any volume Own analy
Slide 52: Awards
AWARDS = Bavaria’s Best SO = Grand Prize for Medium-Sized Companies = st Bavarian Resource Efficiency Prize = Augsburger Future Award = Best EMS Award -1* place FED E*MS Award — 1 place Product Innovation IDS Supplier Excellence Award 2022 / 2023 = Quality-— Made in Augsburg 2024 = Economy Prize ,Au
Slide 53: Case study: High-complexity product with broad value-added scope
Case study: High-complexity product with Revolution Pi RevPi Core 3. broad value-added scope. Supply Chain Management Modular industrial computer by KUNBUS KUNBUS, German IIoT and industrial automation specialist RMA return management & Processing / preparation of Revolution Pi Series, controls equi
Slide 54: Case study: Snow guns – TechnoAlpin
Case study: Snow guns – TechnoAlpin Supply Chain Management Snow guns by TechnoAlpin Reliable high performance under the most demanding Electronics Development environmental and operational conditions Storage and and transition to series Use of quad-jet ceramic nozzles and oil-free compressors for l
Slide 55: Broad base across attractive end markets
Broad base across attractive end markets 55 HANZA CMD March 10th, 2026
Slide 56: Why BMK strengthens HANZA strategically and commercially
Why BMK strengthens HANZA strategically and commercially 56 HANZA CMD March 10th, 2026
Slide 57: Why BMK strengthens HANZA strategically and commercially
Why BMK strengthens HANZA strategically and commercially German Market • Germany remains Europe’s most important industrial market. • Demand is becoming more selective, increasing the value of scale, technical capability and operational flexibility. • BMK gives HANZA a strong local platform in this
Slide 58: Why BMK strengthens HANZA strategically and commercially
Why BMK strengthens HANZA strategically and commercially German Market • Germany remains Europe’s most important industrial market. • Demand is becoming more selective, increasing the value of scale, technical capability and operational flexibility. • BMK gives HANZA a strong local platform in this
Slide 59: Why BMK strengthens HANZA strategically and commercially
Why BMK strengthens HANZA strategically and commercially German Market Integration • Germany remains Europe’s most important industrial market. • The integration is progressing according to plan. • Teams are working closely together and commercial • Demand is becoming more selective, increasing the
Slide 60: Agenda
Agenda 13.00 Welcome Introduction (Chairman) From HANZA 2025 to HANZA 2028 (CEO) Business development and operations (COO) BMK as part of HANZA (Head of Professional Electronics, BMK) 14.00 (ca) Coffee break (approx. 15 min) HANZA’s defense initiative (CSO) HANZA United (CHRO) Financial performance
Slide 61: HANZA’s defense initiative
The LYNX program: Expanding in defense step by step Mattias Lindhe CSO HANZA’s defense initiative 26 61 HANZA CMD March 10th, 2026
Slide 62: Defense demand is accelerating – HANZA has the industrial capabilities to participate
Defense demand is accelerating – HANZA has the industrial capabilities to participate Funding Regional manufacturing Vertically integrated clusters Need Dedicated operations EU defense spending to reach Off-set capability 381 bn EUR in 2025. Meeting the NATO target of 3.5% of GDP will requir
Slide 63: Defense demand is accelerating – HANZA has the industrial capabilities to participate
Defense demand is accelerating – HANZA has the industrial capabilities to participate Funding Regional manufacturing Vertically integrated clusters Need Dedicated operations EU defense spending to reach Off-set capability 381 bn EUR in 2025. Meeting the NATO target of 3.5% of GDP will requir
Slide 64: Recap of The LYNX PROGRAM
Recap of The LYNX PROGRAM March 2025 July 2025 October 2025 Launch of LYNX program Acquisition of Milectria Opening ceremony To increase manufacturing A dedicated platform for the Completing the deal with a capacity for the defense LYNX program, while well-attended inauguration with industry protect
Slide 65: LYNX MISSION
LYNX MISSION Support Europe's defense in general, and Ukraine in particular. Develop the LYNX project in line with Market & Customer expectations. Build on the footprint of BMK and ensure that LYNX is properly aligned within BMK and directed to the growing German defence market. Leverage and
Slide 66: Status March 2026
Status March 2026 Milrem TheMIS Established relevant governmental and institutional contacts in Ukraine. Active drone manufacturing programs and more opportunities in the pipeline. Continued strong development with existing defense customers. Developing an opportunity with one of Europe's bi
Slide 67: Hanza united – People, Culture & Leadership
We grow with our customers and the foundation is People & Culture Diana Thorin CHRO Hanza united – People, Culture & Leadership Presented by Andreas nordin 67 HANZA CMD March 10th, 2026
Slide 68: Our Growth Journey & The Integration Challenge
Our Growth Journey & The Integration Challenge We move fast with direction Movement is part of our DNA - HANZA’s rapid expansion has created both opportunity and complexity Multiple acquisitions across regions and clusters Diverse company cultures, leadership styles and ways of working Stron
Slide 69: HANZA United
HANZA United A global company with a local heart – united by shared ways of working and values Our core: “Freedom within a framework” - autonomy as a key principle, standardization where it adds value Shared values: Focused, Ownership, Easier, Team Players, Communicate Leadership development a
Slide 70: Before we enter a partnership…
Before we enter a partnership… Before a deal, we assess culture and leadership HANZA is one of the few companies that conducts a comprehensive HR due diligence process before signing agreements. HR due diligence enables: Early insight into leadership capability and cultural fit Identification of
Slide 71: Our Integration Model
Our Integration Model Get them onboard as team players Leadership alignment - Identifying and developing talents for future key roles Team player - On-site support Stronger together - Early identification and realization of synergies Always improving - We encourage and get feedback to improv
Slide 72: People & Culture as a value creator
People & Culture as a value creator Driving the HANZA culture Developing and supporting our leaders Ensuring clear internal communication 72 HANZA CMD. March 10th, 2026
Slide 73: Financial performance & new financial targets
New operational targets lead to new financial targets Lars Åkerblom CFO Financial performance & new financial targets 73 HANZA CMD. March 10th, 2026
Slide 74: Sustainability
Sustainability Sustainability is an integral part of HANZA’s business model and strategy, considered in all strategic decisions. Sustainability work is structured with clear objectives, metrics and activities, which contributes to Energy use (MWh/MSEK) Hazardous waste (ton/MSEK) HANZA’s long-term de
Slide 75: Sustainability
Sustainability Sustainability is an integral part of HANZA’s business model and strategy, considered in all strategic decisions. Sustainability work is structured with clear objectives, metrics and activities, which contributes to Energy use (MWh/MSEK) Hazardous waste (ton/MSEK) HANZA’s long-term de
Slide 76: Financial development
Financial development Sales (MSEK) Sales 10 000 In 2022, at the start of HANZA 2025, turnover was SEK 3.5 bn. 8 000 Net sales in 2025 amounted to SEK 6.0 bn (4.9), an increase of 24%. Organic growth returned at the end of the year and amounted to 10% in Q4, 6 000 resulting in organic growth of 3% fo
Slide 77: Financial development
Financial development Sales (MSEK) Sales 10 000 In 2022, at the start of HANZA 2025, turnover was SEK 3.5 bn. 8 000 Net sales in 2025 amounted to SEK 6.0 bn (4.9), an increase of 24%. Organic growth returned at the end of the year and amounted to 10% in Q4, 6 000 resulting in organic growth of 3% fo
Slide 78: Financial development – Segments
Financial development – Segments Historically, the lower margin in Other Markets has mainly reflected the lower maturity and smaller scale of the clusters in this segment. Acquisitions have also affected both segments. Main Markets Other Markets 12,0% As clusters approach around 100 MEUR in size
Slide 79: Financial development
Investments, excl acquisitions Financial development 350 300 250 Capex 200 Investments, excluding acquisitions amounted to 3.3% of net sales in 2025. 150 Depreciations are at 4.0% of net sales in 2025. 100 Capex generally follows the organic growth. 50 0 2022 2023 2024 2025 Balance sheet & Net debt
Slide 80: Financial development 2025PF
Margin development, HANZA excl. acquisitions Financial development 12,0% 10,0% 9.9% Margin expansion delivered Entering HANZA 2028 at a new size and profitability. 8,0% HANZA Q4 HANZA 2025 pro forma *) 1.8 bn SEK in Q4 6.5 bn SEK in net sales 6,0% 9.0% (7.1) margin in Q4 8.3% (6.2) margin FY 202
Slide 81: New financial targets
New financial targets Financial targets FY 2028 Current situation: Growth SEK 3 bn in 3 years: From 3.5 bn (2022) to 6.5 bn (2025), approx. 30% is organic. Sales today, including BMK, at ca SEK 10 bn. KPI Updated targets Previous Current situation: Earnings 2 percentage points in 3 years: From 6% (2
Slide 82: New financial segments
New financial segments HANZA's group organization is now divided into three main regions based on market perspective, each of which comprises several manufacturing clusters and gateways. The financial reporting will follow the new organizational structure put into place in 2026. That is, the new
Slide 83: The HANZA share
The HANZA share Solid long-term development HANZA share price and turnover since 2023 Market cap. approx. SEK 10 bn HANZA share price, price development, and turnover Total return of 290% since the beginning of 2023. 2023-01-01 – 2026-03-03 180 1600 160 1400 Trading of HANZA shares 2025 140 1200 Tot
Slide 84: Ownership structure
Ownership structure Some shareholding updates Each of the BMK sellers holds 9.0% of the shares CEO Erik Stenfors owns 1.0% and the management team 1.5% 84 HANZA CMD March 10th, 2026
Slide 85: Q&A
Q&A 85 HANZA CMD. March 10th, 2026
Slide 86: Key take-aways
Key take-aways 1. Value-creating offer: Supplier consolidation, now strengthened by BMK 2. Proven execution model: Phase-by-phase delivery, now HANZA 2028 3. Solid customer base: Balanced within industries, now increasing in defense 4. People & Culture: HANZA United, before and after acquisitions 5.
Slide 87: www.hanza.com
Manufacturing www.hanza.com Made easy TM 87 HANZA CMD. March 10th, 2026
Slide 88: Disclaimer
Disclaimer This presentation and the information contained herein are being presented by HANZA Holding AB (publ) (the “Company”). By attending a meeting where this presentation is presented, or by reading this presentation, you agree to be bound by the following limitations and notifications. This p