Fiskars Oyj Abp · OMXHEX:FSKRS

Fiskars Oyj Abp — Fiskars Group — Investor Presentation (November 2026)

74 slides from Fiskars Oyj Abp's investor presentation, November 2026

  1. Slide 1: Fiskars Group's Investor presentation, Updated November 2026

    Fiskars Group’s Investor presentation Updated November 2026 Group CMD presentation

  2. Slide 2: Content

    Content Fiskars Group in brief Strategy Financials Q3 2026 Appendices 2 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  3. Slide 3: Pioneering design to make the everyday extraordinary

    Fiskars Group – Pioneering design to make the everyday extraordinary 3

  4. Slide 4: Our footprint is diversified – brands present in over 100 countries

    Our footprint is diversified – brands present in over 100 countries SALES SPLIT BY GEOGRA P H Y Americas 29% 51% Europe SALES SPLIT BY 20% BU SINESS AREA Asia-Pacific Fiskars 46% 54% Vita SALES SPLIT BY CHANNEL Direct 30% Own manufacturing units Fiskars 70% Own manufacturing units Vita Indirect Head

  5. Slide 5: Fiskars Group key figures 2025

    Fiskars Group key figures 2025 Net sales Comparable EBIT EUR million EUR million 1,140.2 76.4 Comparable EPS Gross margin EUR % 0.48 47.1 Free cash flow Personnel EUR million Dec 31, 2025 76.3 6,594 5 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  6. Slide 6: Our two Business Areas have differing business drivers

    Our two Business Areas have differing business drivers VITA FISKARS Net sales Comp. gross margin Comp. EBIT Net sales Comp. gross margin Comp. EBIT EURm 612.6 54.1% EURm 27.7 EURm 522.0 39.0% EURm 66.6 Global, iconic, desirable brands across high-end Functional innovations in the gardening and outdo

  7. Slide 7: The Business Areas balance each other in terms of seasonal volatility

    The Business Areas balance each other in terms of seasonal volatility BUSINESS AREA FISKARS H1 FOCUSED BUSINESS AREA VITA H2 FOCUSED Gardening & back-to-school season End-of-year gifting season EBIT SPLIT 67% 33% -7% 107% BY BA H1 H2 H1 H2 GROUP 39% 61% EBIT SPLIT Last two years’ average H1 H2 7 NOV

  8. Slide 8: Business Areas Vita and Fiskars in brief

    Business Areas Vita and Fiskars in brief 8 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  9. Slide 9: Business Area Vita in brief

    Business Area Vita in brief • Business Area Vita builds global, iconic, desirable brands across high-end homeware and fine branded jewelry • Vita’s brands are rooted in heritage – and play Tableware Drinkware Interior Jewelry in all key categories of high-end homeware • Its well-known brands include

  10. Slide 10: Business Area Vita – Net sales splits (2025)

    Business Area Vita – Net sales splits (2025) SALES SPLIT SALES SPLIT SALES SPLIT SALES SPLIT BY BRAND BY CATEGORY BY CHANNEL BY COUNTRY Other Outlets Others Free Jewelry Rest of the world Denmark Georg Jensen 4% standing 9% Moomin 13% 11% stores 24% 18% 18% Arabia 11% 9% Tableware Serveware & 38% UK

  11. Slide 11: Business Area Vita quarterly figures

    Business Area Vita quarterly figures NET SALES AND COMPARABLE EBIT MARGIN EURm % 220 215 210 213 30 200 180 155 20 160 16.2% 15.9% 147 139 140 14.1% 130 13.6% 130 126 127 125 128 119 9.1% 120 10 100 7.1% 80 3.5% 1.3% 1.0% 60 0.0% -0.6% -2.1% 0 40 -6.8% 20 0 -10 Q3 23 Q4 23 Q1 24 Q2 24 Q3 24 Q4 24 Q1

  12. Slide 12: Business Area Fiskars in brief

    Business Area Fiskars in brief • Business Area Fiskars offers functional innovations in 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 • Innovation-dri

  13. Slide 13: Business Area Fiskars – net sales splits (2025)

    Business Area Fiskars – net sales splits (2025) SALES SPLIT BY CATEGORY SALES SPLIT BY CHANNEL SALES SPLIT BY COUNTRY Other Direct Cooking 3% 3% Rest of the world 10% 24% Scissors & Creating 19% 49% US 52% Gardening Norway 3% Poland 3% 5% Sweden 7% 15% Finland 7% Outdoor 97% Indirect Germany 13 NOVE

  14. Slide 14: Business Area Fiskars quarterly figures

    Business Area Fiskars quarterly figures NET SALES AND COMPARABLE EBIT MARGIN * EURm % 180 30 164 160 156 154 150 140 130 131 129 126 20.1% 121 117 120 18.9% 115 18.7% 113 20 110 100 14.8% 80 10.7% 12.3% 9.5% 11.5% 11.0% 9.1% 60 11.8% 10 8.0% 40 5.7% 20 0 0 Q3 23 Q4 23 Q1 24 Q2 24 Q3 24 Q4 24 Q1 25 Q

  15. Slide 15: Strategy

    Content Fiskars Group in brief Strategy Financials Q3 2026 Appendices 15 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  16. Slide 16: Framework to drive improved performance: central oversight and empowered Business Areas

    Framework to drive improved performance: central oversight and empowered Business Areas Fiskars Corporation as the parent company and listed entity GROUP Acts as an effective portfolio and capital steward, developing its Business Area Business Area businesses and setting financial Fiskars Vita targe

  17. Slide 17: Financial targets 2026-2030: Four core targets

    Financial targets 2026-2030: Four core targets demonstrate our ambition Organic net sales growth BA-level Comparable EBIT margin BA + Group BA Vita 4–6% BA Vita ≥12% BA Fiskars 3–5% BA Fiskars ≥14% Annual, FX-neutral organic Group ≥12% Excl. items affecting comparability (IAC) Time horizon: 2026-203

  18. Slide 18: The Group's role in an empowered Business Area model

    The Group’s role in an empowered Business Area model 18 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  19. Slide 19: Group's role as an effective portfolio and capital steward

    Group Group’s role as an effective portfolio and capital steward Establishes strategy and reporting framework. Performance Sets the ambition level, pushes for improvements and challenges prioritization Group manages Portfolio Allocates capital and shapes portfolio Liquidity & Enables funding at bett

  20. Slide 20: Group's current priorities

    Group Group’s current priorities Support Support BA Vita’s BA Fiskars’ turnaround return to growth trajectory Ensure Group Drive cash flow functions’ cost and reduce effectiveness leverage 20 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  21. Slide 21: Business Area Vita's strategic focus areas

    Business Area Vita’s strategic focus areas 21 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  22. Slide 22: Past performance underscores need for decisive action

    BA Vita Past performance underscores need for decisive action – early signs of sales recovery Comparable net sales (excl. Georg Jensen) Comparable EBIT has been affected by low Comparable net sales growth shows signs have decreased in a tough market volumes and actions to reduce inventories of recov

  23. Slide 23: Organization and operations fit for future profitable growth

    BA Vita Organization and operations fit for future profitable growth Right-sizing the business Brand-led organization • On track with plans announced • Brands are responsible for in 02/2026 strategy, product, image and A simple empowered customer experience model focused on speed, • New simplified a

  24. Slide 24: Refined brand roles support turnaround

    BA Vita Refined brand roles support turnaround – prioritizing profit first, then scalability Relative financial performance Global Accelerators GLOBAL REGIONAL ACCELERATORS Investment focus to accelerate LEADERS global growth Regional Leaders Disciplined local execution, lean structures Brand Reset

  25. Slide 25: Four strategic priorities in place to drive profitable growth

    BA Vita Four strategic priorities in place to drive profitable growth Accelerating leadership in high-end homeware while scaling a niche position in fine branded jewelry 1 2 3 4 Enhance Brand Build & Expand Drive Profitable Channel Unlock High-Value Desirability Distribution Mix & Brandization Reven

  26. Slide 26: Business Area Vita's P&L choices enabling profitable growth

    BA Vita Business Area Vita’s P&L choices enabling profitable growth BA VITA Simplified and rightsized organization, ORGANIC NET SALES SG&A tighter SG&A cost discipline GROWTH TARGET 2026-2030 Channel & product Shift toward higher-profit channels and 4–6% Source mix categories Turnaround brands Resto

  27. Slide 27: Net sales growth driven by global accelerator brands, Nordics & Japan

    BA Vita Net sales growth in 2026-2030 driven by global accelerator brands, Nordics & Japan and a balanced channel mix Brand Reset eCommerce Other countries Regional Leaders Physical DTC retail Global Accelerators Nordics & Japan Wholesale Brand Country Channel NOTE: Illustrative 27 NOVEMBER 2026 Ⓒ F

  28. Slide 28: Business Area Fiskars' strategic focus areas

    Business Area Fiskars’ strategic focus areas 28 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  29. Slide 29: BA Fiskars' profitability has been resilient

    BA Fiskars BA Fiskars’ profitability has been resilient even during challenging times – sales momentum needs to be rebuilt BA FISKARS COMPARABLE EBIT MARGIN AND NET SALES mEUR, LTM Profit protection COVID peak during volume 700 20% decline and tariff volatility 15% 600 10% 500 5% Sales (LHS) EBIT %

  30. Slide 30: Clear model based on innovation, distribution and brand relevance

    BA Fiskars Business Area Fiskars has a clear model in place based on increasing innovation, distribution and brand relevance Increased brand Great feedback on interest MEDIA INNOVATION new launches POINT-OF-SALE Customer classification upgrades 30 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATIO

  31. Slide 31: Net sales growth driven by scaling core categories and new ones

    BA Fiskars Net sales growth will be driven by scaling core categories and expanding into new ones EXPECTED CATEGORY CONTRIBUTION TO THE NET SALES GROWTH TARGET BA FISKARS New categories ORGANIC NET SALES GROWTH TARGET 2026-2030 3–5% Core categories Annual, FX-neutral organic growth NOTE: Illustrativ

  32. Slide 32: Selective approach to new opportunities

    BA Fiskars Selective approach to new opportunities: category expansion as priority, focused country and channel choices SOLVING UNSOLVED CONSUMER CHALLENGES DISCIPLINED GO-TO-MARKET Expanding to adjacent categories that are: Growing markets where • Large enough we have critical mass • Financially at

  33. Slide 33: Clear levers support profitable growth and margin progression

    BA Fiskars Clear levers support profitable growth and margin progression OUR P&L CHOICES LAST 3 YEARS Focus on gross margin accretive Gross margin ~40% BA FISKARS categories and products COMPARABLE EBIT Source MARGIN TARGET BY 2030 SG&A ~22% Prudent cost management Marketing (incl. media) ~5% Doubli

  34. Slide 34: Find out more in the Capital Markets Day 2026

    Find out more about Fiskars Group’s strategic priorities in the Capital Markets Day 2026 presentations LINK TO MATERIALS: CAPITAL MARKETS DAYS - FISKARS GROUP 34 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  35. Slide 35: Financials

    Content Fiskars Group in brief Strategy Financials Q3 2026 Appendices 35 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  36. Slide 36: Net sales and gross margin development

    Fiskars Group’s 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 1,140 1,107 1,119 1,090 1,116 1,100 48.8% 50 46.8% 1,000 44.9% 47.1% 48 900 800 46 700 43.2% 43.4% 43.3% 44 42.5% 600 41.0% 40.9% 42 500 38.7% 400 40 300 38 200 100 0 0 2015 2016

  37. Slide 37: Profitability development

    Fiskars Group’s profitability development EURm 154 % 151 160 12.3% 12.1% 13 12 140 9.8% 9.6% 11 9.8% 120 109 10 109 110 111 9.8% 9 7.1% 100 6.7% 8 78 76 7 80 6 60 5 4 40 3 2 20 1 0 0 2018 2019 2020 2021 2022 2023 2024 2025 Comparable EBIT margin Comparable EBIT 37 NOVEMBER 2026 Ⓒ FISKARS GROUP - INV

  38. Slide 38: Quarterly development – last 3 years

    Fiskars Group’s quarterly development – last 3 years NET SALES, EURm COMPARABLE EBIT (EURm) AND EBIT MARGIN, % EURm % 60 20 18 346 337 50 331 16 42.9 283 281 292 283 14 261 269 40 37.7 256 258 259 241 32.8 12 30 26.8 10 25.1 24.3 25.0 23.4 8 19.2 20.2 20 17.9 6 13.9 4 10 7.7 3.0 2 0 0 Q3 Q4 Q1 Q2 Q3

  39. Slide 39: Financial targets 2026-2030 and regularly reported KPIs

    Financial targets 2026-2030: Four core targets; five regularly reported KPIs for further transparency CORE FINANCIAL TARGETS – DEMONSTRATING OUR AMBITION REGULARLY REPORTED – FURTHER TRANSPARENCY Organic net sales growth BA-level Comparable EBIT margin BA + Group Comparable EBITDA BAs + Group BA Vit

  40. Slide 40: From contraction to mid-single-digit growth

    From contraction to mid-single-digit growth: brand enhancement and channel reset at BA Vita, innovation and scale at BA Fiskars MAIN DRIVERS ORGANIC, FX NEUTRAL NET SALES GROWTH TARGET LEVELS DEVELOPMENT +4.9% 5% +3.0% BA VITA BA Vita +1.8% • Enhance brand desirability • Expand distribution selectiv

  41. Slide 41: Margin to double-digit levels by 2030

    Margin to double-digit levels by 2030, powered by BA Vita's turnaround, BA Fiskars' resilience, and efficient Group functions MAIN DRIVERS EBIT MARGIN DEVELOPMENT (%) TARGET LEVELS BY 2030 BA Vita: • Ongoing restructuring yielding approx. 20% 15.2% BA VITA EUR 28m annual savings* on or ahead 15% 11.

  42. Slide 42: Free Cash Flow expected to improve significantly

    Free Cash Flow expected to improve significantly with stable FCF/EBIT ratio MAIN DRIVERS FREE CASH FLOW / LTM EBIT excl. IAC • EBITDA growth and improved trade working capital 150% (TWC) efficiency are the principal drivers of free cash flow ≥75% 70% 60% • TWC upside is driven by inventory optimizat

  43. Slide 43: TWC efficiency and disciplined CAPEX drive FCF uplift

    TWC efficiency back to pre-COVID levels and disciplined CAPEX drive FCF uplift from 2027 TWC AND NWC, % OF NET SALES 50% 38% 38% • TWC efficiency targeted back to pre-COVID 37% 40% 31% 29% 35% levels, with focus on inventories 27% 30% 20% • No near-term improvement expected; meaningful 25% 25% 10% 1

  44. Slide 44: Year-end Net Debt / EBITDA target at ≤2.5x

    Year-end Net Debt / EBITDA* target remains unchanged at ≤2.5x with main driver being EBITDA improvement MAIN DRIVERS EBITDA DEVELOPMENT (EURM) +9% p.a. -19.7% 250 • EBITDA decline in 2025 drove Net Debt / EBITDA to 200 210 176 194 155 3.31x; Net debt remained relatively stable 150 100 50 • Targeted

  45. Slide 45: Capital allocation priorities in the new financial framework

    Capital allocation priorities in the new financial framework Return working capital to pre-COVID levels, led Net working capital efficiency improvement by inventory reduction Source Structural cost-out and productivity initiatives to Cost efficiency / profit improvement expand cash flow from operati

  46. Slide 46: Dividend per share in relation to earnings and cash earnings

    Dividend per share in relation to earnings and cash earnings 6.6%* COMP. EPS AND DPS 2021-2025 EUR CEPS AND DPS 2021-2025 EUR Dividend yield 2.68 1.37 175% 1.16 1.07 0.99 Payout Ratio on comp. EPS 0.82 0.84 0.84 1.51 0.76 0.80 1.39 1.25 67% 0.48 0.76 0.80 0.82 0.84 0.84 Payout Ratio on CEPS 2021 202

  47. Slide 47: Q3 2026

    Content Fiskars Group in brief Strategy Financials Q3 2026 Appendices 47 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  48. Slide 48: Q3 in brief

    Q3 in brief NET SALES, EURm 268.7 Q3 2025: 259.3 • 5th consecutive growth quarter: comparable net sales +3.0%, BA VITA BA FISKARS sales growth both in Business Area Vita and Fiskars 4.5%* 1.2%* • Comparable EBIT increased to EUR 20.2 million, driven by higher volumes and gross margin expansion ◦ BA

  49. Slide 49: Q3 2026 Group key figures

    Q3 2026 Group key figures – Both comparable net sales and comparable EBIT improved COMPARABLE EBIT, EURm 20.2 Q3 2025: 13.9 NET SALES, EURm COMPARABLE EBIT (EURm) AND MARGIN (%) EURm % COMPARABLE EBITDA, EURm +3.6% +3.0%* 38.6 Q3 2025: 32.5 COMPARABLE EPS, EUR 0.14 Q3 2025: 0.08 *Comparable net sale

  50. Slide 50: Group's comparable EBIT improvement driven by Business Area Vita

    The improvement in Group’s comparable EBIT was driven by Business Area Vita Q3 2026 COMPARABLE EBIT BRIDGE BY BA, EURm +6.3 +6.2 50 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  51. Slide 51: Committed to sustainability – steady progress towards targets

    We remain committed to sustainability – steady progress towards our targets ENVIRONMENTAL SOCIAL Q1-Q3 Target May Target 2026 2026 Q1-Q3 2026 30% Q1-Q3 2026 -64% 2025 -34%* Sep 30, 2026 72% 2.2 0 71 88 Base year 50% Base year -70% Base year -40% Target set 80% 2021 in 2030 2017 in 2030 2018 in 2030

  52. Slide 52: Business Area performance

    Business Area performance 52 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  53. Slide 53: Business Area Vita

    Business Area Vita DANIEL LALONDE CEO OF BUSINESS AREA VITA

  54. Slide 54: BA Vita Q3: Fifth consecutive growth quarter

    BA Vita Q3: Fifth consecutive growth quarter, comparable EBIT improved to EURm 11.0 from EURm 5.2 NET SALES, EURm COMPARABLE EBIT (EURm) AND MARGIN (%) • Fifth consecutive growth quarter, comparable net sales up by 4.5% ◦ Growth across DTC and wholesale EURm % +4.9% ◦ Driven by multiple brands, +4.5

  55. Slide 55: Business Area Vita's Q3 comparable EBIT bridge

    Business Area Vita’s Q3 comparable EBIT bridge BA VITA Q3 2026 COMPARABLE EBIT BRIDGE, EURm +5.8 +6.0 55 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  56. Slide 56: Business Area Vita offering highlights

    Business Area Vita offering highlights Georg Jensen launched Iittala introduced Unda, a Moomin Arabia’s Rebel Waterford celebrated the Fold, a design intended to collection designed in Club features comic-style 250th anniversary of the evolve into a broader collaboration with illustrations, offering

  57. Slide 57: Business Area Fiskars

    Business Area Fiskars DR. STEFFEN HAHN CEO OF BUSINESS AREA FISKARS

  58. Slide 58: BA Fiskars Q3: Sales growth driven by Fiskars brand in the U.S.

    BA Fiskars Q3: Sales growth driven by Fiskars brand in the U.S., comparable EBIT supported by volumes and some tariff refunds NET SALES, EURm COMPARABLE EBIT (EURm) AND MARGIN (%) EURm % • Comparable net sales increased by 1.2% ◦ Fiskars brand continued to grow +2.2% in the U.S. driven by distributi

  59. Slide 59: Business Area Fiskars' Q3 comparable EBIT bridge

    Business Area Fiskars’ Q3 comparable EBIT bridge BA FISKARS Q3 2026 COMPARABLE EBIT BRIDGE, EURm +1.2 +0.9 59 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  60. Slide 60: Business Area Fiskars offering highlights

    Business Area Fiskars offering highlights Fiskars Power Tool launches eSnowShovel Scissor collection in collaboration with MoMA and Power Hedge trimmers – all based on the leverages a long-standing connection with Fiskars’ USB-C Powerbank platform designs inspired by artworks 60 NOVEMBER 2026 Ⓒ FISK

  61. Slide 61: Selected key financials and guidance

    Selected key financials and guidance NIKO HAAVISTO, CFO OF FISKARS GROUP JYRI LUOMAKOSKI, PRESIDENT & CEO OF FISKARS GROUP 61 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  62. Slide 62: Free cash flow improved year-on-year

    Free cash flow improved year-on-year driven CASH FLOW FROM OPERATIONS, EURm by trade working capital development 36.7 Q3 2025: 1.7 QUARTERLY FREE CASH FLOW* (UNLEVERED), EURm CHANGE IN NET WORKING CAPITAL, EURm 1.3 EURm +35 EURm Q3 2025: -26.4 CAPEX, EURm 10.1 Q3 2025: 10.2 CASH EARNINGS PER SHARE,

  63. Slide 63: Group's comparable EPS and CEPS increased notably

    Group’s comparable EPS and CEPS increased notably GROUP Q3 2026 EPS BRIDGE, EUR GROUP Q3 2026 CEPS BRIDGE, EUR +0.04 +0.44 +0.06 63 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  64. Slide 64: Net Debt to EBITDA improved from the comparison period

    Net Debt to EBITDA improved from the comparison period NET DEBT (EURm) AND NET DEBT / LTM COMPARABLE EBITDA EURm -0.34x -0.06x Multiple NET DEBT, EURm 551.8 Sep 30, 2025: 605.6 Financial target NET DEBT / COMPARABLE LTM EBITDA 3.36x Sep 30, 2025: 3.70x 64 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRE

  65. Slide 65: Guidance for 2026 (unchanged)

    Assumptions behind the guidance Guidance for 2026 Uncertainties in the global economy persist, limited visibility (unchanged) The fourth quarter is typically important for the Group’s comparable EBIT generation, with improvement in the full- year comparable EBIT expected to be primarily driven by Bu

  66. Slide 66: Appendices

    Content Fiskars Group in brief Strategy Financials Q3 2026 Appendices 66 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  67. Slide 67: Seasonal volatility: BA Fiskars H1, BA Vita H2 focused

    Seasonal volatility: BA Fiskars H1, BA Vita H2 focused – Group net sales and EBIT balanced between quarters QUARTERLY NET SALES BY BA QUARTERLY NET SALES SPLIT BY BA 23% 29% Q4 35% Vita 44% 48% 54% 56% 64% Net 21% Sales 23% Q3 24% 26% 23% Q2 21% Fiskars 56% 52% 46% 44% 29% 36% 20% 25% Q1 Vita Fiskar

  68. Slide 68: Largest shareholders as of Sept 30, 2026

    Largest shareholders as of Sept 30, 2026 NUMBER OF % OF SHARES AND # SHAREHOLDER NAME SHARES VOTES 1 Virala Oy Ab 12,805,000 15.81% 2 Turret Oy Ab 11,430,961 14.11% 3 Holdix Oy Ab 11,366,573 14.03% 4 Bergsrådinnan Sophie von Julins Stiftelse 2,556,000 3.16% 5 Oy Julius Tallberg Ab 2,554,350 3.15% 6

  69. Slide 69: Leadership Team

    Leadership Team Daniel Lalonde Dr. Steffen Hahn Jyri Luomakoski Niko Haavisto CEO of Vita CEO of Fiskars Fiskars Group’s President CFO Employed 2025 Employed 2024 & CEO Employed 2026 Employed 2025 69 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  70. Slide 70: Members of the Board of Directors

    Members of the Board of Directors Paul Ehrnrooth Alexander Ehrnrooth Susan Duinhoven Louise Fromond Rolf Ladau Carl-Martin Lindahl Susanne Skippari Kaarina Ståhlberg 70 NOVEMBER 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION

  71. Slide 71: Fiskars founded in 1649, Group formed through strategic acquisitions

    Fiskars was founded in 1649, Fiskars Group was formed through strategic acquisitions Waterford, Wedgwood, & Royal Gerber joins Doulton join Fiskars Fiskars Group Group Fiskars 1986 2015 Georg Jensen manufactures joins Fiskars the world’s first Shifting focus to Group plastic handled consumer-driven

  72. Slide 72: Calculation of key figures

    Calculation of key figures FX-neutral net sales growth = Year-on-year net sales growth on a constant-currency basis. The comparison period's non-euro net sales are retranslated into euros at the reporting period's foreign exchange rates, thereby eliminating the impact of currency translation on repo

  73. Slide 73: 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

  74. Slide 74: Thank you!

    Thank you!

Fiskars Group — Investor Presentation (November 2026) on 6ix