Slide 1: Capital Markets Day 2026
Capital
Slide 2: Agenda
Agenda Welcome and introductions Maria Nilsson New strategy focusing on our strengths while building a platform for the future Andréas Elgaard A closer look at US and Canada; market, position and path forward Jessica Shatzer and Jim Findlater A firm EBIT improvement commitment Andréas Elgaard Q&A Cl
Slide 3: A strategy focusing on our strengths while building a platform for the future
350 MSEK A strategy focusing on our strengths while building a platform for the future profit improvement Establish a customer-centric operating model with empowered regions – better Unlocking the leveraging group diversity and scale potential of being Arjo – a plan we A firm commitment: Profitabili
Slide 4: Experts in improving mobility in care settings
OUR STARTING POINT Experts in improving mobility in care settings Healthcare systems are under growing pressure to do more with less – Arjo helps improve patient outcomes, caregiver safety and operational efficiency through solutions that enhance mobility across the care journey. 1957 11 billion ~ 7
Slide 5: A diversified revenue base across categories and geographies
OUR STARTING POINT A diversified revenue base across categories and geographies PERCENTAGE OF TOTAL ARJO SALES IN 2025 27% 16% Patient handling Medical beds 16% 7% Pressure injury VTE prevention prevention SALES SALES BY CUSTOMER SALES BY 7% 3% BY SEGMENT CATEGORY SERVICE TYPE Hygiene Diagnostics Gl
Slide 6: A solid foundation to build our future growth
OUR STARTING POINT A solid foundation to build our future growth Dedicated team and strong Strong market presence with customer relations across several large diversified customer base markets and segments Stable, recurring revenue Circularity built into the offering ~60% of sales coming from rental
Slide 7: We exist for the most vulnerable moments in care
GUIDED BY A STRONG PURPOSE We exist for the most vulnerable moments in care. Our solutions empower movement while protecting caregivers and enabling safer, more efficient care.
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Slide 9: We're great! ...but not good enough
We’re great! ...but not good enough
Slide 10: A resilient core business – but recent performance has not met expectations
OUR CURRENT POSITION A resilient core business – but recent years’ performance has not met expectations 2018–2020 2021–2025 Positive momentum as an independent company Outcome strategy, pandemic, inflation and geopolitical disruption • Steady organic growth across core markets • Rolled out new strat
Slide 11: We have not fully delivered on our previous financial targets
OUR CURRENT POSITION We have not fully delivered on our previous financial targets – new targets will be communicated in Q1 2027 Organic sales growth Adj. EBITDA margin Annual 2023-2025 cash conversion ~23% 3-5% annually from full year 2025 >80% Dividend Policy The aim is for the dividend to corresp
Slide 12: The reality for healthcare is evolving
The reality for healthcare is evolving
Slide 13: Ongoing megatrends present clear opportunities for Arjo
M A RKET C H A RA C T ERIS T IC S Ongoing megatrends present clear opportunities for Arjo MEGATRENDS IMPLICATIONS FOR HEALTHCARE INDUSTRY IMPLICATIONS FOR ARJO Ageing Increasing chronic conditions and length of care Strong demand for mobility-related solutions population episodes pressuring capacity
Slide 14: Structural healthcare demand supports resilient growth across care settings
M A RKET C H A RA C T ERIS T IC S Structural healthcare demand supports resilient growth across care settings MARKET DYNAMICS ACUTE CARE LONG-TERM CARE HOME CARE 3x expected number of people over age of 80 between 2020-2050 Patient volume +3.3 p.p. increase in public health spending as % of GDP by 2
Slide 15: Operating in attractive, growing categories with strong market positions
M A RKET C H A RA C T ERIS T IC S Operating in attractive, growing categories with strong market positions 5-7% 3-5% 1-3% ADDRESSABLE MARKET SIZE (bn SEK) MARKET SIZE, GROWTH & ARJO POSITION BY CATEGORY ~70 ~250 Patient handling ~85 Top 3 position1 5-year CAGR ~40 Medical beds ~80 Top 10 ~140 VTE pr
Slide 16: Now is the time to focus on our strengths and build a platform for the future
Now is the time to focus on our strengths and build a platform for the future
Slide 17: Make the Move. Together.
Make the Move. Together. ete)
Slide 18: Our wished position
Our wished The partner healthcare position providers look to when shaping better care – trusted How we want to be perceived for understanding their needs, by our customers being easy to work with, and delivering value through purposeful solutions
Slide 19: A plan to put Arjo back on track
M A KE T H E M O V E. T O G ET H ER. A plan to put Arjo back on track Win where we have Simplify Working better, the right to play to amplify together • Own and expand leadership • Build a stronger, more focused • Establish a fit-for-growth in Long-Term Care portfolio and accelerate operating model
Slide 20: Win where we have the right to play
S T RA T EG IC P RIO RIT IES Own and expand leadership in Long-Term Care Convert scale, customer relationships and integrated propositions into a leading position in Long-Term Care – our most profitable growth opportunity, with significant headroom in underpenetrated markets Win where we have the ri
Slide 21: Own and expand leadership in Long-Term Care
Own and expand leadership in Long-Term Care • Proven leadership – market-leading positions across several markets • Significant whitespace – penetration varies widely across regions, reflecting historical Arjo focus • A clear path to capture it – replicate proven capabilities to deepen penetration m
Slide 22: Strengthen and scale in Acute Care
Strengthen and scale in Acute Care • Strong positions – 85% Acute Care exposure in the US shows our offering competes and wins • Substantial room to scale – increase Acute Care exposure in underpenetrated markets • Deepen role in Acute Care ecosystem – through stronger solutions, partnerships and ma
Slide 23: Expand selectively into new care settings
Expand selectively into new care settings • Established foothold – Home Care already represents ~4% of Arjo sales in selected markets • Growing adjacency – the shift toward care outside hospitals creates opportunities close to Arjo’s core • A disciplined path to expand – pursue selectively where nee
Slide 24: Simplify to amplify
S T RA T EG IC P RIO RIT IES Build a stronger, more focused portfolio and accelerate speed-to-market Clear customer-value driven portfolio choices and stronger end-to-end product category leadership to improve time-to-market and strengthen commercial relevance Simplify to amplify Commercial excellen
Slide 25: Sharper portfolio choices and stronger commercial excellence
Sharper portfolio choices and stronger commercial excellence to accelerate profitable growth PRODUCT PORTFOLIO OPTIMIZATION COMMERCIAL EXCELLENCE Average selling price Contract variance 100% Accumulated net sales Margin variance 80% 60% Long tail of low-grossing products / SKUs 40% 20% 0% Products P
Slide 26: Working better, together
S T RA T EG IC P RIO RIT IES Establish a fit-for-growth operating model Systematically scale best practice — combining the benefits of scale with local market responsiveness and commercial agility Working better, Build a purpose-driven performance culture together Leadership capabilities, clear acco
Slide 27: A fit-for-growth operating model
A fit-for-growth operating model – designed to simplify Arjo and strengthen commerciality • Five empowered, customer-facing regions CUSTOMER with clear P&L accountability US CANADA SOUTH & WEST NORTH & INTERNATIONAL • New Group Sales function to facilitate EUROPE CENTRAL & DISTRIBUTOR- commercial ex
Slide 28: Arjo US – market, position and path forward
JESSICA SHATZER Arjo US – market, position and path forward
Slide 29: US market characteristics
US market characteristics Market trends Financial and operational Customer dynamics • Ageing population that desires • Hospital operators’ margins are • Healthcare M&A is accelerating to ‘age in place’ improving, but remain fragile • Patient volumes increasingly • Acuity levels in facilities are • I
Slide 30: Arjo US in brief
Arjo US in brief CURRENT FOOTPRINT • 850 US employees • 63 service centers • Direct sales, service, and clinical approach • ReNu reprocessing facility SALES BY SALES BY PRODUCT SEGMENT CATEGORY Acute Care & gov, 85% Patient handling & hygiene, 49% Long-Term Care, 10% Rental, 28% Home Care, 3% Servic
Slide 31: A strong US position – built on Acute Care leadership
A strong US position – built on Acute Care leadership KEY D RIV ERS • Customers re-opt for Arjo when equipment 7 quarters of profitable growth replacements are due >7% CAGR since 2022 across capital categories • Strong traction in project sales for new or refurbished ~7% CAGR since 2022 in core rent
Slide 32: Two strategic focus areas shaping Arjo's next phase of US growth
LONG-TERM CARE AND REPROCESSING Two strategic focus areas shaping Arjo's next phase of US growth
Slide 33: Increasing penetration in Long-Term Care
Increasing penetration in Long-Term Care – a scalable growth strategy Ageing demographics and rising acuity drive market growth • Fragmented competitive landscape creates opportunity for share gains • Our solutions improve resident outcomes, caregiver safety, and operational efficiency • Sharper com
Slide 34: Advancing sustainability while strengthening financial performance
Advancing sustainability Reprocessing reduces the environmental impact from healthcare. while strengthening Through Arjo's reprocessing program: financial performance Product lifetimes can be Compared with single-use Safe reprocessing of single use medical devices extended up to alternatives, climat
Slide 35: An attractive market with significant potential ahead
IN S U M M A RY An attractive market with significant potential ahead Strong core business in Acute Care & Government Affairs providing solid platform for growth Scalable opportunities in Long-Term Care and reprocessing Continued focus on execution of our growth agenda will lead to market penetratio
Slide 36: Arjo Canada – market, position and path forward
JIM FINDLATER Arjo Canada – market, position and path forward
Slide 37: The problems to solve
C A NA D A M A RKET C H A RA C T ERIS T IC S The problems to solve The average age of Individuals are entering Canadian healthcare institutions the resident is increasing institutional care with higher are still experiencing a shortage annually acuity and less mobility of resources
Slide 38: Canadian healthcare system in 2025
C A NA D A M A RKET C H A RA C T ERIS T IC S Canadian healthcare system in 2025 $399 Billion $9,626 / What we spend Who pays Shared priorities 12.7% of total GDP Provinces & territories generate Expanding access to primary care 80% of the spend Approximately 71% is Supporting health workers and publ
Slide 39: Arjo Canada in brief
Arjo Canada in brief CURRENT FOOTPRINT 240 employees Direct sales, service, and clinical approach 11 service centers Production facility in Magog, QC SALES BY SALES BY PRODUCT SEGMENT CATEGORY Acute care, 27% Patient handling & hygiene, 57% Long-term care, 65% Service, 21% Home care, 6% Rental, 14%
Slide 40: 5+ years of consistent, profitable growth
5+ years of consistent, profitable growth KEY D RIV ERS • Disciplined sales management process and 9% Revenue CAGR from 2021 through 2025 commercial excellence execution 22 consecutive quarters of growth from Q4 2020 • Enhanced corporate partnerships and Consistent year-over-year profit improvement
Slide 41: Deeper in Long-Term Care, stronger in Acute Care, explore Home Care
OUR NEXT 3-5 YEARS APPROACH Deeper in Long-Term Care, stronger in Acute Care, explore Home Care
Slide 42: Strengthen and scale in Acute Care
Strengthen and scale in Acute Care Opportunity to leverage our footprint beyond rental • Approximately 94,000+ beds • Opportunity to expand full Arjo presence Commercial strategy • Dedicated Acute Care team and strategy • Defend and expand rental solutions • Grow via stronger partnerships in wellnes
Slide 43: Further expand leadership position in Long-Term Care
Further expand leadership position in Long-Term Care Long-Term Care remains attractive for expansion • Approximately 200,000+ beds • New funded beds in the sector • Under-penetrated with Therapeutic Surfaces and Medical Beds Commercial strategy • Utilize Acute Care reputation to further grow LTC pos
Slide 44: Selectively explore enhanced presence in Home Care
Selectively explore enhanced presence in Home Care Government increasingly funding home care • Provincial Governments actively investing in keeping people at home • Not enough institutional beds to accommodate ageing population Commercial strategy • Invest in a more dedicated structure and commercia
Slide 45: An attractive market for continued success
IN S U M M A RY An attractive market for continued success Build on commercial momentum Pursue targeted opportunities across sectors Positioned to deliver consistent, sustainable results
Slide 46: Arjo 2026-2029
WHAT TO EXPECT Arjo 2026-2029
Slide 47: ~350 MSEK EBIT improvement vs. 2025 by mid 2029
O U R P RO F IT A B IL IT Y T A RG ET B Y M ID 2 0 2 9 ~350 MSEK EBIT improvement vs. 2025 by mid 2029, with clear line-of-sight of initiatives to deliver Operating model & Procurement spend Commercial excellence Product Supply chain Capital Growth & re-engineered cost reduction & growth portfolio o
Slide 48: Majority of EBIT impact by 2028, enabled by ~370 MSEK restructuring
P H A S ING O F EB IT IM P RO V EM ENT A ND RES T RU C T U RING Majority of EBIT impact by 2028, enabled by ~370 MSEK restructuring largely incurred by 2027 EBIT IMPROVEMENT FROM STRATEGIC INITIATIVES ~370 MSEK in restructuring ~350 MSEK ~1.5x • EBIT improvement ramps progressively from 2027 • Major
Slide 49: A stronger core to create a platform for expansion from 2029
PHASES IN ARJO STRATEGIC JOURNEY – MAKE THE MOVE. TOGETHER. A stronger core to create a platform for expansion from 2029 2026-2029 2029- Allowing us to… Unlock the potential of Arjo Expand from a stronger core Re-connect to core strengths and Scale from a core platform, and establish a fit-for-growt
Slide 50: Regular updates on progress
WHAT TO EXPECT Regular updates on progress We will provide regular updates on progress, starting with these milestones: Interim report, January – September October 22, 2026 Year-end report 2026 January 28, 2027 Present new financial targets Q1 2027
Slide 51: A strategy focusing on our strengths while building a platform for the future
350 MSEK A strategy focusing on our strengths while building a platform for the future profit improvement Establish a customer-centric operating model with empowered regions – better Unlocking the leveraging group diversity and scale potential of being Arjo – a plan we A firm commitment: Profitabili
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Slide 53: Capital Markets Day 2026
Capital Markets Day 2026
Slide 54: Thank you for today!
Thank you for today!