Interpump Group S.p.a. · MIL:IP
Interpump — Berenberg EU Opportunities (March 2026)
74 slides from Interpump's conference presentation, Mar 3, 2026
Slide 1: Interpump Group - Berenberg EU Opportunities
INTERPUMP GROUP Berenberg EU Opportunities London, 3 March 2026
Slide 2: Index
INDEX INTERPUMP GROUP ▪ GROUP OVERVIEW ▪ 2026 OUTLOOK ▪ 2026-2028 EXPECTATIONS ▪ 4Q2025 FINANCIAL RESULTS ▪ ANNEX See please Group Forward Looking Statements and Group accounting definitions on slides 42-43 1
Slide 3: Index
INDEX •▪ KEY GROUP OVERVIEW HIGHLIGHTS • 4Q-2023 PRELIMINARY FINANCIAL RESULTS • GROUP SUSTAINABILITY PATH • OUTLOOK • ANNEX 2
Slide 4: Interpump a Delivering Group
INTERPUMP A DELIVERING GROUP ▪ € 2.072m of turnover and € 462m of EBITDA (22.5% on net sales) in 2025 divided between two divisions − Hydraulics and Water Jetting ▪ Hydraulics: around 65% of Group sales, EBITDA margin around 20% − Wide range of components for mobile and non-mobile hydraulics: PTOs,
Slide 5: Excellence Track Record
2023 INTERPUMP A DELIVERING GROUP – EXCELLENCE TRACK RECORD ▪ Since IPO in 1996 a track record of excellence and GROUP 1996-2025 SALES EVOLUTION (€ million) resilience 2024-25: post COVID normalisation Sales: -7.2% in 2024 and -0.4 in 2025 ▪ Sales: more than 8% of growth (1), with only 6 years 2020:
Slide 6: Excellence Track Record - FCF
2023 INTERPUMP A DELIVERING GROUP – EXCELLENCE TRACK RECORD ▪ FCF: growing generation and consistent GROUP 1996-2025 FCF EVOLUTION (€ million) exploitation in worsening environment – EBITDA excellence and resilience 250.0 – TWC proactive management 200.0 • Customer quality 150.0 • Tactical supply ch
Slide 7: Strategy Milestones
INTERPUMP A DELIVERING GROUP – STRATEGY MILESTONES Volatility reduction through multiple cycles exposure Effective reaction to unexpected swings FLEXIBILITY • Vertically integrated manufacturing DIVERSIFICATION (wherever possible) • Across the widest possible range Product mix and sales strategy • U
Slide 8: 2019-2025 Sales Growth and EBITDA Margin
INTERPUMP A DELIVERING GROUP – STRATEGY MILESTONES ▪ Outstanding stability despite huge volatility – Complementary nature of two divisions 2019-2025 GROUP SALES GROWTH & MARGIN EVOLUTION – Increased diversification by division, 40.0% 29.5% 2019-2025 SALES GROWTH 23.9% geography, product and market a
Slide 9: Sales Diversification
ANNEX INTERPUMP A DELIVERING GROUP – SALES DIVERSIFICATION GROUP 2025 sales: € 2.071m OTHERS: 1% GENERIC DEALERS: 13% EARTH MOVING MACHINE: 6% PACIFIC AREA: 13% CONSTRUCTION: 7% REST of THE WORLD: 11% CLEANING: 5% AGRICOLTURE: 9% GENERIC CONTRACTORS: 3% EUROPE: 51% OTHER INDUSTRIAL SECTOR: 8% LIFT:
Slide 10: Market Diversification
INTERPUMP A DELIVERING GROUP – MARKET DIVERSIFICATION WATER JETTING HYDRAULICS HIGH PRESSURE PUMPS DEVICES FLOW PROCESSING & SYSTEMS COMPONENTS • Power take-offs, cylinders, hydraulic motors & gear • Piston pumps 1-2,000hP used in • Stainless steel agitators, mixers, pumps, valves high-pressure appl
Slide 11: Application Diversification
INTERPUMP A DELIVERING GROUP – APPLICATION DIVERSIFICATION HYDRAULICS WATER JETTING TRUCK OUTFITTERS FOOD, COSMETICS (1) AUTOMOTIVE EARTH MOVING Tipping trucks High-pressure homogenizers Rail engine heads deburring Excavators Trash collection Water-jet food cutting, Bodywork cutting Backhoe loaders
Slide 12: Brand and Product Diversification
INTERPUMP A DELIVERING GROUP – BRAND&PRODUCT DIVERSIFICATION WATER JETTING HYDRAULICS HIGH PRESSURE PUMPS FLOW PROCESSING DEVICES & SYSTEMS COMPONENTS BERTOLI GENERAL PUMP Homogenizers INTERPUMP HYDRAULICS EUROFLUID - WALVOIL - WHITE INTERPUMP MUNCIE POWER Directional control valves, PRATISSOLI Powe
Slide 13: Index: 2026 Outlook
INDEX ▪ GROUP OVERVIEW ▪ 2026 OUTLOOK 12
Slide 14: 2026 Outlook Aiming for the Third Record
2026 OUTLOOK AIMING FOR THE THIRD RECORD ▪ 2026 entrance in line with 2025 trends (1) 1500.0 2010-2025 BACKLOG EVOLUTION (1) Million € – Backlog consolidated significantly above 1400.0 1300.0 pre-COVID trend and growing 1200.0 1100.0 2021-23 average • Both Hydraulics backlog and Water Jetting 1000.0
Slide 15: 2026 Outlook - Different Comparison Basis
2026 OUTLOOK AIMING FOR THE THIRD RECORD ▪ Group divisions will face a completely different comparison basis for 2026 – Hydraulics: -10.8% in 1H2025 – Water Jetting: +13.9% in 1H2025 30% HYDRAULICS 2025 ORGANIC SALES WATER-JETTING 2025 ORGANIC SALES 30% EVOLUTION by QUARTER EVOLUTION by QUARTER 20%
Slide 16: Index: 2026-2028 Expectation
INDEX ▪ GROUP OVERVIEW ▪ 2026 OUTLOOK ▪ 2026-2028 EXPECTATION 15
Slide 17: 2023-2025 Expectation
2026-2028 2023-2025 EXPECTATION ▪ 2023-25 commitments, 1 target with 2 guidelines 3,500 2023-25 GROUP EXPECTED SALES EVOLUTION 3,000 ▪ One target: sales 2022-2025 sales growth: +25% 2,500 – Around 25% of total growth(1) 2,000 ▪ Two guidelines: profitability and leverage 1,500 – Profitability: above
Slide 18: 2023-2025 Expectation - Lights and Shadows
2026-2028 2023-2025 EXPECTATION – LIGHTS AND SHADOWS ▪ 2023-2025, lights and shadows in M&A term Lower competition from Private Equity and Financial Sponsor Resurge of external growth in the Flow Processing vertical Reset of Hydraulic sellers’ expectation with 5 acquisitions from April 2023 PP China
Slide 19: Group Approach to M&A
2026-2028 2023-2025 EXPECTATION – GROUP APPROACH TO M&A ▪ The milestone of Group acquisition strategy – The “Perfect fit” – An accurate and comprehensive acquisition process – Soft integration ▪ The “Perfect fit” – Enabling Group diversification strategy: by division, geography and market applicatio
Slide 20: Group Approach to M&A - Deal Flows
2026-2028 2023-2025 EXPECTATION – GROUP APPROACH TO M&A ▪ An accurate and comprehensive acquisition process – Deal flows: preferably the Group network – Due diligence: financial, industrial and managerial – Evaluation process: multiples, EV/EBITDA and compliance with Group M&A guidelines – Negotiati
Slide 21: Most Recent Deals
2026-2028 2023-2025 EXPECTATION – MOST RECENT DEALS ▪ 2023-2025 “Perfect fits” 2022-25 INTERPUMP GROUP ACQUISITIONS FINANCIAL DATA PRICE ACQUIRED COMPANIES ACQUISITION RATIONALE Sales EBITDA PAID INDOSHELL € 12m € 2m € 8m Hydraulics, “Valves&DCV ”: supply chain enhancement AUTOMOTIVE SYSTEM 2023 I.M
Slide 22: Capability to React - Waikato
2026-2028 2023-2025 EXPECTATION – CAPABILITY TO REACT ▪ The “Perfect Fit” – AND • No turnaround or restructuring stories ………… BUT ▪ Capability to react to difficult market situation even for new acquired entities – Waikato • Bought in May 2023, having factored rationalisation activities for outside
Slide 23: Capability to React - White Drive
2026-2028 2023-2025 EXPECTATION – CAPABILITY TO REACT – White Drive: • Bought in 2021, integration on path in 2022 • Impact of post COVID normalisation in 2024 • Benefits of Group profitability best practices in 2025 o Poland: around 75% of business, targeting historical profitability level o USA: i
Slide 24: 2026-2028 Expectation
2026-2028 2026-2028 EXPECTATION ▪ 2026-2028 expectation 2026-28 GROUP EXPECTED SALES EVOLUTION (1) – Two targets and one guideline 3,000 2026-2028 sales growth: +20% to € 2.500m • Targets 2,500 o Sales: up to € 2.500 in 2028 (1) 2,000 o NFP (2): bringing to zero 1,500 • Guideline: EBITDA margin arou
Slide 25: Index: 4Q2025 Financial Results
INDEX INTERPUMP GROUP ▪ GROUP OVERVIEW ▪ 2026 OUTLOOK ▪ 2026-2028 EXPECTATION ▪ 4Q2025 FINANCIAL RESULTS 24
Slide 26: 4Q2025 A Delivering Group - The New Cash Record
4Q2025 A DELIVERING GROUP – THE NEW CASH RECORD ▪ 2025: the new Group cash record GROUP 2020-2025 ORGANIC SALES 50% EVOLUTION by QUARTER ‒ Organic sales: -0.7% 40% • Hydraulics: on a recovery path 30% • Water Jetting: another strong year 20% COVID Post COVID impact normalisation – Cash generation: €
Slide 27: Group FCF and Cash Conversion
4Q2025 A DELIVERING GROUP – THE NEW CASH RECORD 250.0 GROUP 1996-2025 FCF & CASH CONVERSION EVOLUTION 200.0 150.0 100.0 50.0 0.0 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2009: financial crisi
Slide 28: 4Q2025 Group Results
4Q2025 A DELIVERING GROUP – THE NEW CASH RECORD ▪ 2025 – Sales: benefit of diversification, Water Jetting strength balanced Hydraulics weakness – Profitability: diversification, business model flexibility and integration capability stronger than sales decrease – NFP: the new Group cash record drove
Slide 29: 4Q2025 Divisions
4Q2025 DIVISIONS – WATER JETTING STRENGHT SUPPORTED HYDRAULICS RECOVERY ▪ Hydraulics – Sales: recovery path after one of the worst period in Group history – Profitability: business model flexibility and integration capability allow to minimise operating leverage ▪ Water-Jetting – Sales: post COVID r
Slide 30: 4Q2025 Sales - Recovery Stronger than Comparison
4Q2025 SALES – RECOVERY STRONGER THAN COMPARISON ▪ 4Q2025: recovery trend stronger than comparison effect 4Q2025 GROUP SALES EVOLUTION − Hydraulics: strengthening of recovery path 700 +1.0% − Water Jetting: influence of comparison effect 650 600 550 € 490m +2.5% +2.1% -3.6% € 495m 500 450 400 350 30
Slide 31: Water Jetting Strength Balanced Hydraulics Weakness
4Q2025 SALES – WATER JETTING STRENGHT BALANCED HYDRAULICS WEAKNESS ▪ 2025: Water Jetting strength balanced Hydraulics weakness 2025 SALES EVOLUTION − Hydraulics: acceleration of the recovery path -0.4% − Water Jetting: another strong year 2,500 2,300 € 2.078m -0.7% +2.3% -2.0% € 2.071m 2,100 1,900 1
Slide 32: 4Q2025 EBITDA
4Q2025 EBITDA – DIVERSIFICATION AND BUSINESS MODEL FLEXIBILITY 26.0% 2025 EBITDA EVOLUTION (1-2) 25.0% (% on Net Sales) 24.0% 23.0% 22.3% 22.0% 22.0% 21.0% 20.0% 19.0% 18.0% 17.0% 16.0% 15.0% 2024 Purchase Labour Other 2025 Perimeters 2025 operating Organic changes and costs FX impact 2025: sales do
Slide 33: 4Q2025 NFP - The New Cash Record
4Q2025 NFP – THE NEW CASH RECORD ▪ NFP equal to € 291m compared to € 409m NFP EVOLUTION (1) (€ m) of December 2024(1) 600 500 € 409m € 220m ▪ The new cash record: € 220m of FCF 400 € 36m € 12m € 4m € 6m € 291m – TWC (2) : reflecting sales recovery in 2H2025 300 € 52m – CAPEX (4) : down by around 27%
Slide 34: NFP - TWC Improvement
4Q2025 NFP – TWC – IMPROVEMENT TO BE CONTINUED ▪ Improvement to be continued – Trade receivable and payable evolution consistent with sales evolution – Inventory down by around 3% despite 3 acquisitions in the Fourth Quarter • Decrease close to 5% at constant perimeters ▪ Normalisation commitment co
Slide 35: NFP - TWC Improvement to be Continued
4Q2025 NFP – TWC – IMPROVEMENT TO BE CONTINUED ▪ TWC is a fundamental tool to exploit growth and protect profitability – Prompt answer to customers’ requests – Keep production going Usually, meaningful acquisitions originated TWC peaks ▪ Historical average of around 35-36%, 2021-22 peak driven by ex
Slide 36: CAPEX - Delivering Normalisation
4Q2025 NFP – CAPEX – DELIVERING NORMALISATION 2019-2025 CAPEX EVOLUTION (1) ▪ CAPEX normalisation process almost concluded (1) (% on total CAPEX) – After a -20% decrease in 2024, an additional -27% 200 7.2% 10% to € 91 6.7% 6.2% 5.4% 5.9% 4.7% 4.4% ▪ Last step of 2021-2023 Post COVID plan concluded
Slide 37: CAPEX - Post COVID Plan
4Q2025 NFP – CAPEX – DELIVERING NORMALISATION ▪ Group 2021-23 “Post COVID” CAPEX plan – 1 destination: the entire Group, both divisions, all geographies and all most important companies – 2 phases: first real estate investments and then technologies & equipment – 3 goals: “best in class” factories,
Slide 38: CAPEX - Facilities
4Q2025 NFP – CAPEX – DELIVERING NORMALISATION NLB - New headquarter in Wixom (U.S.A.) Walvoil – Factory extension in Cavriago (Italy) Inoxpa - New headquarter in Pune (India) Interpump Hydraulics – New headquarter in Sala Bolognese (Italy) 37
Slide 39: CAPEX - Equipment
4Q2025 NFP – CAPEX – DELIVERING NORMALISATION Interpump Group – New robotic assembly island in Sant’Ilario (Italy) Walvoil – Automated warehouse in Cavriago (Italy) Reggiana Riduttori – VTC series of turning centers in San Polo d’Enza (Italy) Interpump Hydraulics – New machining centre in Sala Bolog
Slide 40: Perfect Fit with Group Growth and Diversification Strategy
4Q2025 ▪ “Perfect fit” with Group growth and diversification strategy – Diversification by geography • Padoan: tank in Europe after America Mobile in U.S.A. • Tutto Hydraulicos: another step in Brasil Padoan – Product example – Diversification by products • Borghi Assali: axles, complementary produc
Slide 41: Index: Annex
ANNEX ▪ GROUP OVERVIEW ▪ 2026 OUTLOOK ▪ 2026-2028 EXPECTATION ▪ 4Q2025 FINANCIAL RESULTS ▪ ANNEX – DISCLAIMER – 4Q2025 DETAILS – 2023-2025 ESG PLAN 40
Slide 42: Annex: Disclaimer
ANNEX ▪ DISCLAIMER 41
Slide 43: Disclaimer - Forward Looking Statements
ANNEX DISCLAIMER – FORWARD LOOKING STATEMENTS This document, including information included or incorporated by looking statements. Due to such uncertainties and risks, readers are reference in it, contains statements about the wider Interpump cautioned not to place undue reliance on such forward–loo
Slide 44: Disclaimer - Performance Indicators
ANNEX DISCLAIMER − PERFORMANCE INDICATORS The Group uses several alternative measures that are not identified as accounting parameters in the framework of the IFRS standards in order to allow the trend of economic operations and the Group's financial position to be better evaluated. Such indicators
Slide 45: Disclaimer - Performance Indicators
ANNEX DISCLAIMER − PERFORMANCE INDICATORS ▪ Organic: at constant perimeter and FX ▪ Return on capital employed (ROCE): EBIT / Capital employed; ▪ Return on equity (ROE): Net profit / Shareholders' equity; ▪ Trade Working Capital = NWC with “Trade Payable” net of CAPEX Trade Payable The Group's incom
Slide 46: Annex: 4Q-2025 Details
ANNEX ▪ DISCLAIMER ▪ 4Q-2025 DETAILS 45
Slide 47: Sales Breakdown - Group
ANNEX SALES DETAILS – SALES BREAKDOWN – GROUP GROUP 2025 sales: € 2.071m OTHERS: 1% GENERIC DEALERS: 13% EARTH MOVING MACHINE: 6% PACIFIC AREA: 13% CONSTRUCTION: 7% REST of THE WORLD: 11% CLEANING: 5% AGRICOLTURE: 9% GENERIC CONTRACTORS: 3% EUROPE: 51% OTHER INDUSTRIAL SECTOR: 8% LIFT: 5% STEEL ALUM
Slide 48: Sales Breakdown - Hydraulics
ANNEX SALES DETAILS – SALES BREAKDOWN – HYDRAULICS HYDRAULICS 2025 sales: € 1.355m OTHERS: 1% PACIFIC AREA: 10% EARTH MOVING MACHINE: 9% GENERIC DEALERS: 16% REST of THE WORLD: 12% CONSTRUCTION: 8% OTHER INDUSTRIAL SECTOR: 10% AGRICOLTURE: 14% F&B: 1% ENERGY&UTILITIES: 1% MINING: 1% SHIPYARD-MARINE:
Slide 49: Sales Breakdown - Water Jetting
ANNEX SALES DETAILS – SALES BREAKDOWN – WATER JETTING WATER JETTING 2025 sales: € 716m OTHERS: 1% PACIFIC AREA: 19% CONSTRUCTION: 6% GENERIC DEALERS: 7% ADAPTORS INDUSTRIAL VEHICLES: 5% AUTOMOTIVE: 5% REST of THE WORLD: 10% CLEANING: 14% SHIPYARD-MARINE: 6% OIL&GAS: 3% GENERIC CONTRACTORS: RAILWAY:
Slide 50: Organic Evolution - Group
ANNEX SALES DETAILS – ORGANIC EVOLUTION – GROUP GROUP 2020-2025 ORGANIC GROWTH EVOLUTION by QUARTER 2020: -12.6% - 2021: +20.1% - 2022: +13.7% - 2023: +6.9% - 2024: -9.0% - 2025: -0.7% 50% 40% 39.4% 30% 17.9% 18.7% 20% 15.7% 14.2% 10% 11.6% 14% 9.1% 12.6% 12.5% 4.0% 1.0% 2.3% 2.5% 0% -7.8% -3.4% -10
Slide 51: Organic Evolution - Divisions
ANNEX SALES DETAILS – ORGANIC EVOLUTION – DIVISIONS HYDRAULICS 2020-2025 ORGANIC SALES EVOLUTION by QUARTER 2020: -13.6% - 2021: +22.8% - 2022: +15.9% - 2023: +5.9% - 2024: -14% - 2025: -4.1% 60% 50% 47.2% 40% 30% 16.2% 17.8% 19.5% 20% 20.9% 16.2% 13.4% 15.6% 10% 11.1% 8.6% 4.8% 4.2% 0% 2.3% 3.4% WA
Slide 52: Acquisition Details
ANNEX ACQUISITION DETAILS 2025 INTERPUMP GROUP ACQUISITIONS FINANCIAL DATA (1) % of PRICE GROUP ACQUIRED COMPANIES EBITDA Additional HOLDING PAID DIVISION Sales Margin Information PADOAN 16 June € 15m 17% - 65% € 16m Hydraulics Italy TUTTO 24 October HYDRAULICOS € 12m 24% - 100% € 12m Hydraulics Bra
Slide 53: Consolidated Income Statement for 4Q2025
ANNEX CONSOLIDATED INCOME STATEMENT FOR 4Q2025 (€/000) 2025 2024 Revenues 494,554 489,890 Cost of sales (330,841) (331,388) Gross profit 163,713 158,502 Other net revenues 11,650 10,780 Distribution expenses (44,464) (44,807) General and administrative expenses (62,001) (57,665) Other operating cost
Slide 54: Consolidated Comprehensive Income for 4Q2025
ANNEX CONSOLIDATED OF COMPRENSIVE INCOME FOR 4Q2025 (€/000) 2025 2024 Consolidated profit for the period (A) 37,416 48,084 Other comprehensive income (loss) which will subsequently be reclassified to consolidated profit Gains (losses) on translating the financial statements of foreign companies 3,42
Slide 55: Consolidated Income Statement for 2025
ANNEX CONSOLIDATED INCOME STATEMENT FOR 2025 (€/000) 2025 2024 Revenues 2,070,684 2,078,399 Cost of sales (1,339,909) (1,364,753) Gross profit 730,775 713,646 Other net revenues 41,871 36,714 Distribution expenses (185,174) (173,890) General and administrative expenses (241,005) (227,118) Other oper
Slide 56: Consolidated Comprehensive Income for 2025
ANNEX CONSOLIDATED OF COMPRENSIVE INCOME FOR 2025 (€/000) 2025 2024 Consolidated profit for the period (A) 209,709 228,470 Other comprehensive profit (loss) that will be subsequently reclassified in consolidated profit for the year Gains (losses) on translating the financial statements of foreign co
Slide 57: Consolidated Statements of Financial Position - Assets
ANNEX CONSOLIDATED STATEMENTS OF FINANCIAL POSITION AS OF 31 DECEMBER (€/000) 31/12/2025 31/12/2024 ASSETS Current assets Cash and cash equivalents 415,704 392,637 Trade receivables 397,253 385,963 Inventories 678,984 700,614 Tax receivables 41,208 56,381 Other current assets 28,182 34,647 Total cur
Slide 58: Consolidated Statements of Financial Position - Liabilities
ANNEX CONSOLIDATED CASH FLOW STATEMENTS AS OF 31 DECEMBER 2025 (€/000) 31/12/2025 31/12/2024 LIABILITIES Current liabilities Trade payables 233,564 237,371 Bank debts 33,688 33,236 Interest-bearing financial debts (current portion) 232,031 241,919 Tax liabilities 36,447 28,360 Other current liabilit
Slide 59: Consolidated Cash Flow Statements
ANNEX CONSOLIDATED CASH FLOW STATEMENTS AS OF 31 DECEMBER 2025 (€/000) 2025 2024 Cash flows from operating activities Profit before taxes 298,848 311,032 Adjustments for non-cash items: Losses (gains) on the sale of fixed assets (6,074) (5,582) Amortization and depreciation 121,250 113,870 Costs rec
Slide 60: Consolidated Cash Flow Statements
ANNEX CONSOLIDATED CASH FLOW STATEMENTS AS OF 31 DECEMBER 2025 (€/000) 2025 2024 Proceeds from the sale of treasury shares to stock option beneficiaries 4,754 581 Change in other financial assets (349) (526) Payment of finance lease installments (principal) (20,373) (19,749) Net cash generated by (u
Slide 61: Statements in Changes in Shareholders' Equity
ANNEX STATEMENTS IN CHANGES IN CONSOLIDATE SHAREHOLDERS’ EQUITY AT 31 DECEMBER 2025 Remeasurement Share Legal Share Group Non- reserve Translation Other (€/000) premium shareholders' controlling Total capital reserve for defined reserve reserves reserve equity interests benefit plans At 1 January 20
Slide 62: Annex: 2023-2025 ESG Plan
ANNEX ▪ DISCLAIMER ▪ 4Q-2025 DETAILS ▪ 2023-2025 ESG PLAN 61
Slide 63: Three Priorities for Three Pillars
ANNEX THREE PRIORITIES FOR THREE PILLARS SUPPORTED GRI 2023-2025 KEY TARGETS and SDG ▪ Definition of Group “Carbon neutrality” strategy 2023 E ▪ Reduction of Group “Carbon intensity” 2025 ▪ Increase of renewed electricity consumption 2025 305-1 and 2 302-1 ▪ Injury rate improvement 2024 S ▪ ESG supp
Slide 64: Highlights - A Delivering Group
ANNEX HIGHLIGHTS - A DELIVERING GROUP ANALYSIS AND MEASUREMENT BUILDING GROUP LEADING TO ESG FOUNDATIONS 2030 AND 2050 DECARBONISATION TARGETS 2022 2023 2024 2025 2027 ▪ E.1 - Carbon neutrality strategy ▪ E.2 - Carbon intensity reduction ▪ E.4 - Circular economy (phase 1) ▪ E.3 - Increase of renewab
Slide 65: ESG Plan - Climate Change
ANNEX ESG 2023-25 PLAN – LEADING TO 2030-50 TARGETS E ▪ 3 main streams – Climate change – Product life cycle – Water efficiency ▪ Formalisation of Group “E” strategy and policies is the cornerstone ▪ Approximately € 10m of CAPEX and not material impact on Group G&A in the plan horizon – CAPEX: aroun
Slide 66: ESG Plan - Climate Change and Product Life Cycle
ANNEX ESG 2023-25 PLAN – LEADING TO 2030-50 TARGETS E ACTION ID DESCRIPTION GRI and SDG KPI TIMING K.P.I. Carbon intensity reduction tCO2eq/€ (1) ▪ Focus on Scope 1 and 2 Base year: 2021 E.2 ▪ Main leverages: photovoltaic plants installation Target: -30% Target year: 2025 and renewable purchase ener
Slide 67: ESG Plan - Water Efficiency
ANNEX ESG 2023-25 PLAN – LEADING TO 2030-50 TARGETS E ACTION ID DESCRIPTION GRI and SDG KPI TIMING WATER EFFICIENCY Water monitoring system ▪ Phase 1: mapping of the installed water Base year: 2022 E.6 monitoring systems across the Group N.A. Target year: 2025 ▪ Phase 2: implementation of a continuo
Slide 68: ESG Plan - Health and Safety
ANNEX ESG 2023-25 PLAN – EXPANDING THE SILENT GROWING FOREST S ▪ 4 main streams – Health & safety – People development – Responsible supply chain – Diversity & inclusion ▪ “Pilot projects” will be crucial to capitalise on already existing best practices at subsidiaries level – Walvoil for “ESG suppl
Slide 69: ESG Plan - People Development
ANNEX ESG 2023-25 PLAN – EXPANDING THE SILENT GROWING FOREST S ACTION ID DESCRIPTION GRI and SDG KPI TIMING HEALTH & SAFETY K.P.I. % Group turnover ISO 45001 extension Base year: 2021 S.2 ▪ Focus on subsidiaries with manufacturing sites Target year: 2027 Base: 22% Target: 45% K.P.I. Increase of non-
Slide 70: ESG Plan - Responsible Supply Chain
ANNEX ESG 2023-25 PLAN – EXPANDING THE SILENT GROWING FOREST S ACTION ID DESCRIPTION GRI and SDG KPI TIMING SUPPLY CHAIN RESPONSIBLE ESG supply chain evaluation model extension ▪ First focus on Italy (100% of manufacturing Base year: 2023 S.6 N.A. subsidiaries) Target year: 2024 ▪ Feasibility study
Slide 71: ESG Plan - ESG Cornerstone
ANNEX ESG 2023-25 PLAN – BUILDING ESG FOUNDATIONS G ▪ 3 main streams – ESG as governance cornerstone – Spread of ESG principles, actions and results inside and outside the Group – Tax compliance consolidation in line with best practices ▪ “G” actions will follow the natural path of Group governance
Slide 72: ESG Plan - Principles, Actions, Results
ANNEX ESG 2023-25 PLAN – BUILDING ESG FOUNDATIONS G ACTION ID DESCRIPTION GRI and SDG KPI TIMING ESG PRINCIPLES-ACTIONS-RESULTS Code of Ethics revision Base year: 2022 G.2 N.A. Target year: ▪ To reflect ESG principles in Code of Ethics 1H2023 SPREAD Succession plan formalization G.3 ▪ Succession pla
Slide 73: ESG Plan - Principles, Actions, Results
ANNEX ESG 2023-25 PLAN – BUILDING ESG FOUNDATIONS G ACTION ID DESCRIPTION GRI and SDG KPI TIMING ESG PRINCIPLES-ACTIONS- RESULTS SPREAD Base year: 2022 Updating on ESG journey G.6 N.A. Target year: ▪ Periodic updating on actions implementation annual 72
Slide 74: Manager's Declaration - Mauro Barani
The Manager in charge of preparing the company’s financial reports declares - pursuant to paragraph 2 of Article 154-bis of the Consolidated Law on Finance - that the accounting information contained in this presentation corresponds to the document results, books and accounting records. S.Ilario d’E
Interpump Group — Berenberg EU Opportunities (March 2026) on 6ix