Sbo Ag · VIE:SBO
Sbo — Investor Day (March 2025)
25 slides from Sbo's investor day presentation, Mar 20, 2025
Slide 1: Capital Markets Update
Capital Markets Update 2 0 M A RCH 2 02 5
Slide 2: Important information
| 2 Important information This company presenta tion and the information contained are, unless noted sepa rately, proprietary to Schoeller-Bleckmann Oilfield Equipment AG (SBO) and not meant to be reproduced or distributed to third parties. The information contained is ba sed on SBO’s current views,
Slide 3: Strategy update
Strategy update 2 0 M A RCH 2 02 5
Slide 4: Recalibrated strategy: measurable targets, capabilities, new industries, identity
recalibrated its strategy. Measurable Building on targets capabilities Diversify in New corporate attractive identity industries
Slide 5: Our capabilities are the foundation to high precision
C APITAL M ARKE TS U PD ATE 20 25 19 Our capabilities are the foundation to high precision Source: SBO
Slide 6: Purpose, Vision, and Mission serve as a strategic compass
C APITAL M ARKE TS U PD ATE 20 25 20 Purpose, Vision, and Mission serve as a strategic compass, guiding SBO’s direction and decision-making Source: SBO
Slide 7: We set measurable 2030 targets for growth, value creation, sustainable operations
C APITAL M ARKE TS U PD ATE 20 25 21 We set measurable 2030 targets for growth and portfolio expansion, value creation, and sustainable operations Growth and Portfolio Expansion Value Creation Sustainable Operations • Grow sales to MEUR 900 • > 20% EBITDA margin • 30% reduction in Scope until 2030 o
Slide 8: Targets: MEUR 900 in sales by 2030, of which MEUR 200 in new business
C APITAL M ARKE TS U PD ATE 20 25 22 Targets: MEUR 900 in sales by 2030, of which MEUR 200 in new business areas, and an EBITDA margin of > 20% Sales growth path 2024-2030, in MEUR 900 340 > MEUR 200 > 20% EBITDA 560 sales in new margin over business areas: the cycle • Diversification Energy Transit
Slide 9: Capital allocation priorities
C APITAL M ARKE TS U PD ATE 20 25 23 SBO prioritizes capital allocation with a primary focus on organic growth, followed by dividends and M&A 1 Organic growth Capital 2 Dividend allocation priorities 3 M&A 4 Share buy-back Source: SBO
Slide 10: SBO has defined four strategic pillars
C APITAL M ARKE TS U PD ATE 20 25 24 SBO has defined four strategic pillars: Diversification Market Expansion Technology Operational Excellence Leadership Source: SBO
Slide 11: We will use our capabilities to access new target industries
C APITAL M ARKE TS U PD ATE 20 25 25 We will use our capabilities to access new target industries Existing Industries New Target Industries Oil & Gas Energy Transition Industrial Sector Source: SBO
Slide 12: Leverage technology to expand into new target industries: three focus areas
C APITAL M ARKE TS U PD ATE 20 25 26 SBO will leverage its technology to expand into new target industries, exemplified by three focus areas Geothermal, Helium, Flow control 3D metal printing CCS & Lithium Drilling beyond O&G Source: SBO, Web
Slide 13: Flow control components today; future focus beyond O&G
C APITAL M ARKE TS U PD ATE 20 25 27 Already today we offer flow control components for the Oilfield Service Industry – in the future SBO will expand its focus to include flow-control beyond O&G Oilfield Overall Service Flow Control Industry Industry Source: SBO
Slide 14: Clear rationale to grow into Flow Control niches outside O&G
C APITAL M ARKE TS U PD ATE 20 25 28 There is a clear rationale for SBO to grow into Flow Control niches outside O&G Leverage capabilities of SBO to 6 1 Huge Market (USD 262 bn) diversify (optional M&A) SBO already in flow-control, Flow Control High Margins (>20% EBITDA) 5 2 but only Oil & Gas Ratio
Slide 15: Clear M&A criteria, MEUR 200-300 allocated for acquisitions
C APITAL M ARKE TS U PD ATE 20 25 29 Clear M&A criteria established, MEUR 200-300 allocated for funding of strategic acquisitions Transformative M&A outside of O&G as well as bolt-on deals in O&G Key criteria Synergies and Primary focus on North Established business, Majority acquisition cultural fi
Slide 16: Strategic pillar: Market Expansion
C APITAL M ARKE TS U PD ATE 20 25 30 Strategic pillar: Market Expansion Diversification Market Market Expansion Expansion Technology Operational Excellence Leadership Source: SBO
Slide 17: Leveraging proven technologies to expand into new geographical markets
C APITAL M ARKE TS U PD ATE 20 25 31 SBO leverages proven technologies to expand into new geographical markets • ~ 30% spending increase • SBO leverages expertise expected for international gained in NA market across wells global basins in Middle East, • Driven by increasingly Latin America and othe
Slide 18: Strategic pillar: Technology Leadership
C APITAL M ARKE TS U PD ATE 20 25 32 Strategic pillar: Technology Leadership Diversification Market Expansion Technology Operational Excellence Leadership Source: SBO
Slide 19: Leveraging proven technologies to expand into new target industries
C APITAL M ARKE TS U PD ATE 20 25 33 SBO leverages proven technologies to expand into new target industries • SBO will remain a global leader • Forging technology, material in high-tech niches across Oil expertise and CNC machining & Gas capabilities around the globe are strategically applied to eme
Slide 20: Strategic pillar: Operational Excellence
C APITAL M ARKE TS U PD ATE 20 25 34 Strategic pillar: Operational Excellence Diversification Market Expansion Technology Operational OperationalExcellence Excellence Leadership Source: SBO
Slide 21: Optimizing production capacities to serve customers and maximize efficiency
C APITAL M ARKE TS U PD ATE 20 25 35 SBO is optimizing production capacities to serve customers best and maximize operational efficiency • Capacity Optimization: • Vertical Integration: Aligning SBO’s capacity to Implementing vertical best meet customer needs integration where it creates while maxim
Slide 22: SBO's new House of Strategy
C APITAL M ARKE TS U PD ATE 20 25 36 All of this represents SBO's new House of Strategy Source: SBO
Slide 23: Rebranding: new company name, division names and logo
C APITAL M ARKE TS U PD ATE 20 25 37 The strategic recalibration includes a comprehensive rebranding, introducing a new company name, division names and logo Old New Company Name1 Schoeller-Bleckmann Oilfield Equipment AG SBO AG Logo Advanced Manufacturing & Services (AMS) Precision Technology (PT)
Slide 24: Recalibrated strategy summary
recalibrated its strategy. Measurable Building on targets Capabilities Diversify New into new corporate industries identity
Slide 25: www.sbo.at
www. s b o. a t