Fiskars Oyj Abp · OMXHEX:FSKRS

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

50 slides from Fiskars Oyj Abp's investor presentation, October 2025

  1. Slide 1: Investor presentation

    Investor presentation UPDATED OCTOBER 2025

  2. Slide 2: Content

    Content Fiskars Group in brief Strategy Financials Q3 2025 Appendices 2 Ⓒ FISKARS GROUP

  3. Slide 3: Fiskars Group – 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 Ⓒ 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 Ⓒ FISKARS GROUP

  6. Slide 6: Fiskars Group – 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 for indoor and outdoor living

    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 Ⓒ FISKARS GROUP *remaining 1% of net sales

  8. Slide 8: Business Area Vita in brief

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

  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 Ⓒ 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% 147 140 139 140 14.1% 130 126 127 125 119 120 114 108 9.1% 10 100 7.2% 80 3.5% 2.6% 1.3% 1.0% 60 0.0% 0 40 -6.8% 20 0 -10 Q3 22 Q4 22 Q1 23 Q2 23 Q3 23 Q4 23 Q1

  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 Ⓒ FISKARS GROUP

  14. Slide 14: Business Area Fiskars quarterly figures

    Business Area Fiskars quarterly figures NET SALES AND COMPARABLE EBIT MARGIN * EURm % 180 30 167 164 160 153 156 151 150 140 18.3% 130 18.7% 131 20 127 126 16.1% 121 18.9% 120 14.8% 115 110 11.5% 100 10.1% 10.7% 9.1% 9.5% 10 11.8% 80 5.7% 60 -2.2% 0 40 20 0 -10 Q3 22 Q4 22 Q1 23 Q2 23 Q3 23 Q4 23 Q1

  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 Q3 2025 Appendices 16 Ⓒ FISKARS GROUP

  17. Slide 17: Strategy 2021-2025

    Strategy 2021-2025 WE FOCUS ON WINNING: LOGIC Brands Channels Countries Commercial excellence Direct-to-Consumer TRANSFORMATION LEVERS U.S. China INNOVATION ENABLERS PEOPLE DIGITAL SUSTAINABILITY & DESIGN 17 Ⓒ FISKARS GROUP

  18. Slide 18: Progress in transformation levers

    Progress in transformation levers GROSS MARGIN SHARE OF DTC SALES CHINA NET SALES U.S. NET SALES EURm EURm CAGR -5% 48.8% 0% 404 >49% 52% >50% CAGR +20% -4% 50% 374 47% 57 57 46.8% 47.7% 56 56 336 325 313 321 41% 42% 48 44.9% 28% 29% >30% 43.3% 25% 32 21% 18% 21 22 23 24 LTM 2025 21 22 23 24 LTM 202

  19. Slide 19: Completing “brands first” approach by separating Business Areas into independent subsidiaries

    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 subsidiaries with own CEOs BA BA BA BA BA F

  20. Slide 20: Vita and Fiskars: Operationally independent subsidiaries

    Vita and Fiskars: Operationally independent subsidiaries to accelerate their different strategic growth opportunities BUSINESS AREA FISKARS (Net sales: EURm 531*) BUSINESS AREA VITA (Net sales: EURm 610*) CHANNELS BY NET SALES CHANNELS BY NET SALES Direct 3% • A market leader in Indirect 50% 50% Dir

  21. Slide 21: 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 accountability Dedication End-to-end responsible Accelerate differing business CEOs, improved growth opportunities flexibility and speed Transparency and Independent legal measurability entities Mor

  22. Slide 22: Our enablers

    Our enablers 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 in our digital design, and want to sustainable growth. ensure th

  23. Slide 23: We remain committed to our sustainability targets

    We remain committed to our sustainability targets ENVIRONMENTAL SOCIAL Target Apr 1-9/2025 Target 2025 3.5 0 80 1-9/2025 1-9/2025 1-9/2025 77 27% -61% 65% Base year 2021 50% Base year 2017 -60% Target set 2020 80% in 2030 in 2030 in 2029 Measured in connection to the employee engagement survey. Late

  24. Slide 24: Long-term net-zero target

    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.

  25. Slide 25: Financials

    Content Fiskars Group in brief Strategy Financials Q3 2025 Appendices 25 Ⓒ FISKARS GROUP

  26. Slide 26: Group net sales and gross margin development

    Group net sales and gross margin development EURm % 1,400 54 1,300 1,254 1,248 1,205 1,186 52 1,200 1,129 1,157 1,107 1,119 1,090 1,116 1,100 48.8% 50 1,000 48 46.8% 900 800 44.9% 46 700 43.2% 43.4% 43.3% 44 42.5% 600 41.0% 40.9% 42 500 400 38.7% 40 300 38 200 100 0 0 2015 2016 2017 2018 2019 2020 2

  27. Slide 27: Group profitability development

    Group profitability development EURm 154 % 151 160 12.3% 12.1% 13 12 140 9.8% 11 9.8% 9.6% 120 109 10 109 110 111 9.8% 9 7.1% 100 8 78 7 80 6 60 5 4 40 3 2 20 1 0 0 2018 2019 2020 2021 2022 2023 2024 Comparable EBIT margin Comparable EBIT 27 Ⓒ FISKARS GROUP

  28. Slide 28: Group quarterly development – last 3 years

    Group quarterly development – last 3 years NET SALES, EURm COMPARABLE EBIT (EURm) AND EBIT MARGIN, % EURm % +1.3% 60 20 +4.1%* 18 346 337 50 16 304 42.9 293 283 281 292 14 275 268 40 37.7 256 258 259 241 33.2 12 31.2 29.7 30 26.8 10 25.1 24.3 23.4 8 20 17.9 19.2 6 13.9 4 10 3.0 2 0 0 Q3 Q4 Q1 Q2 Q3

  29. Slide 29: Dividend per share in relation to earnings and cash earnings

    Dividend per share in relation to earnings and cash earnings 2024 DIVIDEND HIGLIGHTS COMP. EPS AND DPS 2019-2024 CEPS AND DPS 2019-2024 EUR EUR 2.4% 1.37 2.46 2.68 Dividend growth 2023-2024 1.19 1.16 1.07 5.2% 0.99 0.80 0.82 0.84 1.51 0.76 1.39 Dividend yield 0.60 0.84 79% 0.76 0.80 0.82 0.60 Payout

  30. Slide 30: Q3 2025

    Content Fiskars Group in brief Strategy Financials Q3 2025 Appendices 30 Ⓒ FISKARS GROUP

  31. Slide 31: Key takeaways

    Key takeaways Q3 COMPARABLE Q3 COMPARABLE BA FISKARS HAS NET SALES EBIT DECLINED DUE OVER DOUBLED T U R N E D TO TO ADDITIONAL ITS INNOVATION GROWTH, DRIVEN COSTS IN THE PIPELINE IN THE BY SEVERAL VITA SUPPLY CHAIN LAST 20 MONTHS BRANDS ACTIONS TO SOLID GROWTH REDUCE IN THE U.S. INVENTORIES IN BA VI

  32. Slide 32: Q3 2025 Group key figures: Net sales turned to growth while comparable EBIT declined

    Q3 2025 Group key figures: Net sales turned COMPARABLE EBIT, EURm 13.9 to growth while comparable EBIT declined Q3/2024: 24.3 COMPARABLE GM, % NET SALES, EURm COMPARABLE EBIT (EUR m) AND COMPARABLE EBIT MARGIN, % 46.7 Q3/2024: 48.1 1.3% EURm % 4.1%* 40 15 FREE CASH FLOW, EURm -10.2 300 292 293 34.1

  33. Slide 33: Additional supply chain costs from tariffs and scale-down of production behind decline in comp. EBIT

    Additional supply chain costs from tariffs and scale-down of production a key factor behind the decline in comp. EBIT GROUP Q3 2025 EBIT BA VITA Q3 2025 EBIT BA FISKARS Q3 2025 EBIT EXCL. IAC BRIDGE, EURm EXCL. IAC BRIDGE, EURm EXCL. IAC BRIDGE, EURm 30 -10.4 20 20 -1.0 -7.5 24.3 13.6 20 12.7 12.6 1

  34. Slide 34: Increased YoY inventories continued to impact free cash flow in Q3

    Increased YoY inventories continued to impact free cash flow in Q3 QUARTERLY FREE CASH FLOW, EURm Q3 AND YTD FREE CASH FLOW, EURm EURm EURm Q3-25 vs. LY YTD-25 vs. LY 100 200 EBITDA 30.6 + 10.6 69.4 + 1.4 78 +7 75 69 150 Change in provisions - 3.1 - 11.7 - 0.2 + 4.0 53 Non-cash adjustments 0.5 + 1.5

  35. Slide 35: Net Debt to EBITDA above our target level of 2.5X

    Net Debt to EBITDA above our target level of 2.5X – impacted by profit development and inventory pressures NET DEBT (EURm) AND NET DEBT / LTM EBITDA (EXCLUDING IAC) EURm Multiple 700 4.0x +0.9X 606 3.5x 600 563 556 529 510 3.0x 494 500 478 Financial Target 447 2.5x 400 370 Jensen 344 342 Georg 325 3

  36. Slide 36: BA Vita Q3: Broad-based net sales growth, comparable EBIT declined

    BA Vita Q3: Broad-based net sales growth, comparable EBIT declined due to inventory-related actions NET SALES, EURm COMPARABLE EBIT (EURm) AND MARGIN, % • Comparable net sales increased by 5.9% 8.2% 8.2%* EURm % • Growth across geographies 147 24.5 24.6 150 140 139 25 20 134 • Most Vita brands growi

  37. Slide 37: Business Area Vita highlights

    Business Area Vita highlights Royal Copenhagen entered high- Iittala expanded to scented Moomin Arabia marked the 80th end glassware with crystal and candles shaped in the iconic Aalto anniversary year of Moomin with mouthblown pieces manufactured silhouette, potential to enter high- an online recor

  38. Slide 38: BA Fiskars Q3: Comparable net sales relatively stable, profitability protected

    BA Fiskars Q3: Comparable net sales relatively stable, profitability protected from tariff pressures NET SALES, EURm COMPARABLE EBIT (EURm) AND MARGIN, % • Comparable net sales decreased by 0.9% EURm % 157 160 151 20 15 • Solid performance in the U.S. -4.2% 140 -0.9%* 17.7 after a challenging Q2 121

  39. Slide 39: Business Area Fiskars highlights

    Business Area Fiskars highlights The Fiskars Ultra axe range Intensified focus on innovation – reflects the ongoing refinement of BA Fiskars has over doubled its Fiskars’ axe design, building on its innovation pipeline in the last 20 established heritage months 39 Ⓒ FISKARS GROUP

  40. Slide 40: 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

  41. Slide 41: Guidance for 2025 (specified on October 23, 2025)

    Guidance for 2025 Assumptions and actions behind the guidance (specified on October 23, 2025) - Negative supply chain variance from BA Vita’s scale-down + BA Vita’s positive net sales trend expected to of production to continue in Q4 Fiskars Corporation expects address elevated inventories comparabl

  42. Slide 42: Appendices

    Content Fiskars Group in brief Strategy Financials Q3 2025 Appendices 42 Ⓒ FISKARS GROUP

  43. Slide 43: Largest shareholders as of September 30, 2025

    Largest shareholders as of September 30, 2025 NUMBER OF % OF SHARES AND # SHAREHOLDER NAME SHARES VOTES 1 Virala Oy Ab 12,800,000 15.80% 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 3.1

  44. Slide 44: Leadership Team

    Leadership Team Jyri Luomakoski Jussi Siitonen Aamir Shaukat Fiskars Group’s President CFO Executive Vice President, Group & CEO Employed 2021 Operations and Sustainability Employed 2025 Employed 2023 Daniel Lalonde Dr. Steffen Hahn CEO of Vita CEO of Fiskars Employed 2025 Employed 2024 44 Ⓒ FISKARS

  45. Slide 45: 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 45 Ⓒ FISKARS GROUP

  46. Slide 46: 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

  47. Slide 47: Fiskars was founded in 1649, Fiskars Group was 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

  48. Slide 48: 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

  49. Slide 49: 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

  50. Slide 50: Thank you!

    Thank you!

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