Universal Registration Document
& Annual Financial Report
Summary
Messages
Profile Strategy Innovation ESG
Governance
Performance
2
4
6
8
10
14
16
6
Consolidated financial statements AFR
269
Financial statements 270
Notes to the consolidated financial statements 274
Statutory auditors' report on the consolidated
financial statements 331
History of significant consolidated items and ratios 335
7 Company financial statements 337
8
7.1 Financial statements 338 1 Introduction to the Group AFR 19 7.2 Notes to the SEB S.A. financial statements 340 7.3 Five-year financial summary 355 | ||||
1.1 History and organization | 20 | 7.4 | Statutory auditors' report on the financial statements | 356 |
1.2 Business sector | 24 | |||
1.3 Strategy and value creation | 27 | Information concerning | ||
ESG ambition by 2030 41
Medium-term outlook 60
the company and its share capital AFR
359
2 8.1 Information concerning the company 360 Risk factors and management 61 8.2 Information on the share capital 362 8.3 Financial authorizations 367 | ||||
2.1 Risk control system | 62 | 8.4 | Employee shareholding | 369 |
2.2 Risk factors and management | 66 | 8.5 | Securities market, dividend | 371 |
8.6 | Investor relations | 372 | ||
Corporate governance 77
Implementation framework for corporate
governance principles 78
Annual General Meeting 373
3.2
Organization of powers
78
of 12 May 2026
374
3.3 Composition, organization and operation 9.2 Draft resolutions and Board of Directors' report
of the Board of Directors
79
to the Combined Annual General Meeting
3.4 Group management bodies
108
of 12 May 2026 AFR
375
3.5 Remuneration report
110
9.3
Statutory Auditors' Special Report
on Regulated Agreements
391
Agenda for the Combined Annual General Meeting
Sustainability Report 131
General disclosures 132
Environmental information 154
Social information 201
Additional information 393
Declaration by the person responsible
for the Universal Registration Document containing
Governance information 238
Report on the certification of sustainability information
the annual report AFR
Statutory auditors and audit fees AFR
394
394
and verification of the disclosure requirements under
Article 8 of Regulation (EU) 2020/852 of SEB S.A. 242
Vigilance plan 246
Commentary on
2025 Regulated information 395
Appendices 397
the financial year AFR
259
Glossary 398
Cross-reference table for the Annual Financial Report,
Highlights 260
Commentary on consolidated sales 262
Commentary on consolidated results 266
Commentary on SEB S.A.'s results 267
Post-balance sheet events 268
management report and corporate governance report 401
Cross-reference table for the Universal Registration Document 403
Information required for Annual financial report, pursuant to Article L. 451-1-2 of the Monetary and Financial Code, is identified in the table of contents with the AFR symbol AFR
2025
Universal Registration Document
& Annual Financial Report
This Universal Registration Document has been filed on 26 March
2026 with the AMF, as competent authority under Regulation (EU) 2017/1129, without prior approval pursuant to Article 9 of the said regulation. The Universal Registration Document may be used for the purposes of an offer to the public of securities or admission of securities to trading on a regulated market if completed by a securities note and, if applicable, a summary and any amendments to the Universal Registration Document. The whole is approved by the AMF in accordance with Regulation (EU) 2017/1129
This Universal Registration Document is a reproduction of the official version of the Universal Registration Document including the 2025 annual financial report, which has been prepared in XHTML and is available on the websites of the AMF (www.amf-france.org)and Groupe SEB (www.groupeseb.com).
MESSAGE
Thierry de La Tour d'Artaise
Chairman of Groupe SEB
"2025 was marked by an acceleration in the transformation of our economic
and industrial environment. Beyond geopolitical disruptions, 2025 highlighted significant changes in our industry. Consumer purchasing patterns continue to evolve with the rise of e-commerce, direct-to-consumer and social commerce, while the relationship between brands and consumers is becoming ever more direct and interactive. At the same time, international competition remains intense, driven
by new models combining technological innovation, digital marketing and speed of execution. In this fast-changing environment, Groupe SEB can rely on a solid model, long-standing industrial expertise
and a proven ability to adapt to changes in its market.
To support these transformations and prepare for the next phase of our development, we have
initiated changes in our organization and practices. Our objective is clear: to strengthen our marketing investments, continue investing in our industrial footprint and optimize our operating costs. This
is the full purpose of the Rebound plan, which aims to focus our resources on value-creating priorities and to firmly place Groupe SEB on a path of profitable and sustainable growth. I know I can count on the quality of our teams, the strength
of our brands and our industrial expertise to meet these challenges with confidence.
Against this backdrop, in early 2025 we completed the acquisition of La Brigade de Buyer, a transaction that illustrates our ambition to strengthen our leadership in the Professional and premium segments, both in France and internationally. This group brings together emblematic brands such as de Buyer, Sabatier and 32
Dumas, founded in 1532, renowned for their excellence and expertise among professionals and gastronomy enthusiasts alike. This acquisition forms part of a strategy pursued over several years: after entering
the Professional Cottee market with WMF in 2016,
La Brigade de Buyer marks a new milestone in the development of our presence in professional markets.
"In a rapidly-changing environment, Groupe SEB is moving forward with confidence, driven by
the strength of its model, its capacity for innovation and the commitment
of its teams."
At the same time, we are continuing to pursue our corporate social responsibility commitments with determination. In 2024, we also presented our "Acting for Better Living" roadmap, which sets ambitious targets for 2030. The first results are encouraging and confirm our leadership in these areas. Among the most significant initiatives, we inaugurated our new refurbishment activity in Is-sur-Tille, making Groupe SEB the first French manufacturer in Small Domestic Equipment to implement such an integrated system. We also launched the world's first collection and recycling scheme for used cookware, across all brands. Our ambition is to collect up to 20 million pans in France by 2027 and transform them into
new products, notably through our partnership with La Poste, whose local network is a valuable asset.
Against a backdrop of multiple crises, Groupe SEB stands united and acts with determination. Beyond the Rebound plan, all employees are fully mobilized to restore the Group to its usual profitable growth trajectory. Driven by its brands, its capacity for innovation and its industrial excellence, Groupe SEB is already preparing for the future.
I would like to thank our shareholders for their trust and support throughout this journey."
2 GROUPE SEB ---- 2025 Universal Registration Document
INTERVIEW
Stanislas de Gramont
Chief Executive Officer
of Groupe SEB
What is your assessment of 2025?
In an environment that remained complex, Groupe SEB recorded slight
organic sales growth in 2025, but a marked decrease in its profitability, reflecting a difficult year. 2025 confirms the resilience and adaptability of
Groupe SEB in a particularly demanding environment. Despite major cyclical headwinds - taritts in the
US, currency volatility and a high comparison base in Professional - the Group recorded organic sales growth to €8,169m (+0.3% LFL).
Beyond the figures, 2025 marks an important milestone in the transformation of our industry. Small Domestic Equipment markets demonstrated their resilience, underpinned by sustained innovation momentum. The Group's launches in floor care,
linen care and cookware met with strong success. We also accelerated decisively across new distribution channels. E-commerce continued to grow at a sustained pace (+10%), with an increasing contribution from our direct-to-consumer sales.
In China, Supor fully illustrates this transformation, with 25% of its online sales generated through social commerce. This momentum confirms the relevance of our investments in digital platforms, including
the rollout of 13 TikTok Shops worldwide in 2025. Furthermore, the recognition of our ESG commitments by leading international organizations - EcoVadis (82/100, Gold level,
Top 5%) and CDP (double A- score on Climate and Water) - reinforces the credibility of our sustainable value creation trajectory.
At the regional level, how did Groupe SEB perform? Our regional performance illustrates the robustness and diversification of our model. In Europe, the Middle East and Africa, the overall momentum is positive, with eleven markets growing by more than 5%, reflecting the strength of our positions and the relevance of our strategy. In Western Europe, we not only maintained our market shares, but also revived certain categories, as illustrated by multicookers
with the launch of Cookeo Infinity. Eastern Europe and the Middle East confirmed their potential, particularly in Professional Cottee, with double-digit growth in the second half. Asia returned to growth in 2025, driven notably by China, in a stabilizing market. In the United States, in an environment impacted by the direct and indirect ettects of evolving taritts, we strengthened our positions in the premium segments, notably with All-Clad, supported by targeted industrial investments that confirm our commitment to a local footprint.
In 2026, you are launching the Rebound plan. Why? The Rebound plan is a proactive, forward-looking initiative. It aims to accelerate our transformation
to fully capture the growth opportunities ottered by the evolution of our industry. Our ambition
is to return to a trajectory of 5% annual organic sales growth and an operating margin of 10%, then progressing toward 11%. To achieve this, we are activating four key levers: intensifying our
innovation capability with increasingly ditterentiated products; strengthening our marketing investments to enhance the visibility and desirability of
our brands; accelerating our development in
e-commerce and direct channels; and continuously improving our operational efficiency and agility.
This plan is accompanied by a €200m targeted savings program by 2027, designed to durably support our competitiveness. In this demanding environment, I would like to acknowledge the remarkable commitment of our teams. It is thanks to their mobilization that we approach this new phase with confidence and determination.
"With the Rebound plan, we are accelerating our transformation to durably strengthen our leadership and performance."
2025 Universal Registration Document ---- GROUPE SEB 3
PROFILE
Groupe SEB occupies a leadership position in the Small Domestic Equipment market. It is also the market leader
for professional cottee* and has recently expanded into professional culinary.
€8.2bn
in revenue
7.4%
Operating margin
32,000
Employees
Our mission: "Make consumers' everyday lives easier and more enjoyable and contribute to better living all around the world."
Consumer sales
North America
10%
%
Western Europe
36%
Other EMEA countries
17%
China
26%
7%
4
South America
Other Asian countries
* Excluding vending machines.
4 GROUPE SEB ---- 2025 Universal Registration Document
Strong positions in many markets
No. 1
75%
of sales
generated in markets where the Group
is a leader*
Professional automatic espresso coffee machines
No. 1
Linen care
No. 1
Cookware
No. 2
Blenders
No. 1
Electrical cooking
* 1st or 2nd position.
CONSUMER
BUSINESS
€7.2bn
Cookware and kitchen utensils
Electrical cooking
Beverages
Food preparation
Linen care
Floor care
Home comfort
Personal care
PROFESSIONAL
BUSINESS
€1bn
Hot or cold beverages
Professional culinary
Food preparation
Cookware and kitchen utensils
Hotel equipment
80% OF CONSUMER SALES GENERATED BY THE GROUP'S TOP 5 BRANDS
POWERFUL BRANDS
2025 Universal Registration Document ---- GROUPE SEB
5
STRATEGY
A profitable growth strategy
CONSUMER MARKET
PROFESSIONAL MARKET
Market estimated at
€85bn*
Strengthen our global leadership
Key features of the market
Structural growth (> 3% per year) driven
by the rise of the middle classes in emerging economies, multi-equipment and trade-up
in mature markets
Strong growth of new distribution modes (e-commerce, social media and more)
Fragmented market
Our vision
Develop product innovations that are useful and sustainable, with a life-centric approach
Meet specific needs with new technologies
Strengthen our leadership positions by expanding to new categories
and geographies
Market estimated at
€15bn*
Become a reference player
Key features of the market
Sustained growth: 5%-10% per year
High barriers to entry and higher profitability
Recurring revenue from services
Our vision
Apply our key Consumer success factors to the Professional business
Expand our existing beverage range and penetrate new market segments, including culinary
Roll out our brands in all regions and for all client types
* Target market (see Chapter 1)
OUR GROUP MEDIUM-TERM AMBITION
Average annual sales growth on a like-for-like basis of at least 5%
Operating margin progressing toward 11%
Substantial free cash flow generation
6 GROUPE SEB ---- 2025 Universal Registration Document
Strong and complementary brands that ensure the Group's leadership positions
80% of Consumer
sales made via 5 brands
A broad product portfolio covering all
categories and catering to all consumer needs
and uses
>50 product
families
A broad and diversified global presence that bolsters the Group's resilience and growth
More than 150 countries
OUR KEY SUCCESS FACTORS
Continuous innovation:
a fundamentally
life-centric approach
€2.5bn in sales generated by products launched since 2023
A competitive industrial footprint allowing flexibility and control of costs and supplies
Production:
60% in-house
40% external
Multi-channel go-to-market excellence to maximize presence and performance in all markets.
Multi-channel distribution:
55%* offline | 45%* online
* % of Consumer sales.
PROVEN EXPERTISE IN EXTERNAL GROWTH
PIONEER IN SOCIAL AND ENVIRONMENTAL RESPONSIBILITY
STEADY GROWTH
over 10 years
~ 6%
Average annual sales growth
more than €4bn
free cash flow generated
>6%
Average annual dividend growth
2025 Universal Registration Document ---- GROUPE SEB 7
INNOVATION
A robust dynamic
of innovation
Innovation at the heart of each product
In a constantly changing world, Groupe SEB places the understanding of societal
trends at the heart of its innovation
Innovation in all its forms
has propelled Groupe SEB since its creation. Today, the Group is
resolutely geared toward the well-being of consumers all over the world.
XClean 10 SPOTLIGHT ON
washer
strategy. This knowledge is essential
in order to offer the products best suited to the needs of consumers.
This premium washer otters perfect deep cleaning
in an instant, with an integrated
self-cleaning system
#2 in Europe in washers
SPOTLIGHT ON
Aerosteam
This is the first suction garment steamer that combines two technologies to deliver
a high-quality wrinkle removal in a minimum amount of time, on any type of fabric
#1 in Europe
in garment steamers
Cookeo Infinity
The 1st multifunction cooking appliance that combines pressure cooking,
an oil-less fryer and a stirring paddle
SPOTLIGHT ON
Fusion Core
The new Fusion Core cookware coating technology ensures improved robustness and scratch resistance.
Ceramic coatings applied using this technology are four times stronger than a conventional
ceramic coating.
SPOTLIGHT ON
8 GROUPE SEB ---- 2025 Universal Registration Document
> 22,000
influencer contents generated in 2025
13
TikTok shops
opened outside China
> 25,000
livestreams every year by
3,000 influencers*
e-commerce
+10%
in 2025**
* At Supor.
** Like-for-like.
Activation on social media
Our environment is undergoing profound changes that intensified in 2025: acceleration of innovation cycles, transformation of brand-consumer relationships, shifts in go-to-market strategy and the rising importance
of sustainability.
Social media, e-commerce, influencers and ratings & reviews are inextricably linked in consumer purchasing decisions.
In 2025, digital campaigns accounted for 85% of Groupe SEB's direct media
investments, compared with 25% in 2015.
INVESTMENTS IN INNOVATION
€320m
invested in innovation
in 2025
3,000
individuals dedicated
to innovation
1
global innovation center
in France
6
regional platforms
2025 Universal Registration Document ---- GROUPE SEB 9
ESG
Our ESG ambition is fully integrated into our corporate strategy
As a pioneer in repairability and sustainability, Groupe SEB has always placed
ESG at the heart of its strategy and business activities. Building on the progress made in its 2018-2023 ESG plan, at the end of 2024 the Group went a step further. It announced
a ESG ambition for the period 2024-2030 named "Act for better living, today and tomorrow", which involves bolder targets and the launch of pioneering initiatives in the sector.
Make consumers' everyday lives easier and more enjoyable and contribute to better living all around the world
Act for nature
Act as a leader for the circular economy
Act for all
Act responsibly and ethically
Key figures for the first year
Emissions
linked to our sites (scopes 1 & 2) continue to fall,
in line with the trajectory, thanks to energy efficiency measures, equipment modernization and
renewable energies.
-23%
in emissions
vs 2021
The decrease in product-related emissions (scope 3) is driven by the increase in the share of recycled materials and the initial ettects of energy efficiency improvements.
-9%
in emissions
vs 2021
Increase of 5 percentage points in the share of recycled materials in products and packaging, driven by very strong performance
in metals and sustained momentum in plastics.
52%
recycled content in purchases
Launch of refurbished products activity at our Is-sur-Tille site, with more than 65 SKUs available for
sale since its opening.
First sales in France in 2025
Diversity:
2.4-point increase in the percentage of women in key positions, thanks to concrete actions in all regions,
including dedicated mentoring.
28.9%
women
in key positions
10 GROUPE SEB ---- 2025 Universal Registration Document
An ESG strategy aligned with leading international initiatives
A long-standing commitment alongside the United Nations
Since 2004, Groupe SEB has been committed to the United Nations Global Compact, and each year it reaffirms its commitment through its Communication on Progress.
Its 2024-2030 ESG ambition complies with the Sustainable Development Goals and tangibly contributes to ten of them by means of its activities and value chain.
A climate trajectory aligned with science
and validated by the SBTi
Committed to the Science Based Targets initiative since 2018,
in 2024 Groupe SEB strengthened its ambition by aiming for net zero, with new objectives covering scopes 1, 2 and 3 by 2030 and 2050. Validated by the SBTi, they are aligned on a 1.5 °C trajectory
and structure its climate strategy.
Great Place to Work® dedicated to employee engagement
Since 2012, Groupe SEB has used Great Place to Work® to assess and improve engagement and quality of life at work. Deployed internationally, the approach structures our
people management and drives tailored initiatives, strengthening our attractiveness, managerial quality and culture of trust.
RECOGNIZED ESG PERFORMANCE
2025 INTERNATIONAL ESG STANDARDS
NON-FINANCIAL RATING AGENCIES 2025
A- | A- | 51/100 | B-Prime | 70/100 |
Climate | Water | vs 48/100 in 2024 | in 2024 | vs 66/100 in 2024 |
(stable vs 2024) | security (1st year) |
82/100
Top 5%
vs 78/100 in 2023
18.3 low risk
vs 22.1 average
risk in 2024
A
vs BBB in 2024
2025 Universal Registration Document ---- GROUPE SEB 11
ESG
From ambition to steering: our ESG commitments mapped with the CSRD
The Group's ESG ambition is embedded in a sustainable value creation trajectory, in line with European regulatory requirements for extra-financial transparency.
The mapping presented below illustrates the alignment between the Group's strategic ambition and CSRD requirements, structured around ESRS. While this regulatory framework provides a basis for structuring sustainability reporting, the Group's ambition is part of a broader approach of setting voluntary objectives that go beyond regulatory requirements.
This mapping highlights how the priority issues of the ambition are integrated at the heart
of CSRD reporting and refers to the corresponding sections of Chapter 4 "Sustainability Report".
PILLAR OF AMBITION
ESG AMBITION - ACT FOR BETTER LIVING CSRD REPORTING
VALUE CHAIN ISSUES
SUB-TOPIC ESRS PAGE
Upstream Own operations Downstream
Act for nature | Climate change | Climate change mitigation | |
Climate change adaptation | |||
Pollution | Pollution of air, water and soil | ||
Substances of concern | |||
Water resources | Water | ||
Act as a leader for the circular economy | Resource use and circular economy | Eco-design | |
Materiality | |||
Uses | |||
Waste | |||
Act for all | Own workforce | Working conditions | |
Equal treatment and opportunities for all | |||
Respect for fundamental rights | |||
Workers in the value chain | Working conditions | ||
Equal treatment and opportunities for all | |||
Respect for fundamental rights | |||
Consumers and end-users | Product safety and end-user protection | ||
Positive impact and change in consumer behavior | |||
Social inclusion of consumers and/or end-users | |||
Act ethically and responsibly | Business conduct | Corruption and bribery | |
Protection of whistleblowers | |||
E1 | 154 |
E2 | 171 |
E3 | 177 |
E5 | 182 |
S1 | 201 |
S2 | 221 |
S4 | 227 |
G1 | 238 |
12 GROUPE SEB ---- 2025 Universal Registration Document
2025 highlightsDouble A- score from CDP for Climate and Water
In 2025, the Group obtained a double A- score for Climate and Water from the CDP, a reference
environmental international benchmark. Maintaining the Climate score confirms the robustness of the Group's trajectory validated by the SBTi. Evaluated for the first time on Water, the Group was also awarded an A-, recognizing the maturity of its management in this area.
Inauguration of
the European expert refurbishment center
The Group has inaugurated its first integrated
European refurbishment center in Is-sur-Tille in France, a pioneering approach for a Small Domestic Equipment manufacturer. From its opening in April 2025,
more than 65 refurbished SKUs have been available for sale on the Group's brand websites.
An internal tool
to accelerate the integration of recycled plastics
The Sustainable Development, Purchasing and IT teams have developed an internal tool to facilitate the substitution of virgin plastics with recycled plastics. Aimed at the Product Development teams, it integrates usage constraints and suggests automatic substitutions. It has been rolled out
to over 180 employees, with the aim of covering the Group's entire plastic purchasing needs.
Supplier engagement program: Path to Impact
In 2025, the Group launched its ESG
Path to Impact program to mobilize its 500 key suppliers, who account for nearly 80% of its carbon footprint. Objective: to strengthen their social and environmental standards, build progress roadmaps together, and accelerate decarbonization throughout the value chain.
Act for Better Living School
global training program
In 2025, Groupe SEB launched the Act for Better Living School, a global online training program to engage every employee in the sustainable transition. Structured around the three pillars of the ambition, it provides concrete insights for understanding social and environmental issues and for acting ettectively in each business.
Global support for Pink October
In October, over 1,000 employees from
30 countries got involved through charity races, conferences, workshops and awareness-raising activities, as well as charitable sales initiatives. A strong collective commitment to health and prevention, focused on a disease that attects women and families all around the world.
2025 Universal Registration Document ---- GROUPE SEB 13
GOVERNANCE
Board of Directors
Balanced and engaged, Groupe SEB's governance is focused on improving performance.
as of 31/12/2025
EMPLOYEE DIRECTORS
CHAIRMAN OF THE BOARD OF DIRECTORS
INDEPENDENT DIRECTORS
Nora BEY
Jean-Laurent LACAS
Thierry
DE LA TOUR D'ARTAISE
Jean-Pierre DUPRIEU
C GRC
Éric RONDOLAT
ACC CSR
C CSR
Brigitte FORESTIER
GRC
Director representing employee shareholders
14
members
BPIFRANCE INVESTISSEMENT
Adeline LEMAIRE
ACC CSR
Permanent representative of BPIFRANCE
INVESTISSEMENT
FONDS STRATÉGIQUE
DE PARTICIPATIONS (FSP)
Catherine POURRE
C ACC CSR GRC
Permanent representative of the FSP
FAMILY DIRECTORS
William GAIRARD
CSR
Member of the Founder group, member of VENELLE INVESTISSEMENT
François MIRALLIÉ
ACC
Member of the Founder group, member of VENELLE INVESTISSEMENT
Thierry LESCURE
CSR
Member of the Founder group, member of GÉNÉRACTION
Aude
DE VASSART
Member of the Founder group, member of VENELLE INVESTISSEMENT
GÉNÉRACTION
Member of the Founder group
Caroline CHEVALLEY
GRC
Permanent representative of GÉNÉRACTION
VENELLE INVESTISSEMENT
Member of the Founder group
Damarys BRAIDA
GRC
Permanent representative of VENELLE
INVESTISSEMENT
ACC Audit and Compliance Committee GRC Governance and Remuneration Committee CSR Strategic and CSR Committee C Chairman
1/3
independent directors
50%
women
8
meetings in 2025
99%
attendance
57 years
average age
14 GROUPE SEB ---- 2025 Universal Registration Document
THREE SPECIALIZED COMMITTEES
The Board of Directors has three specialized Committees
to assist it in areas where specific skills and meetings are required. As of 31 December 2025, these committees are as follows:
AUDIT AND COMPLIANCE COMMITTEE
GOVERNANCE AND REMUNERATION COMMITTEE
STRATEGIC AND CSR COMMITTEE
4
members
5
meetings
100%
attendance
5
members
3
meetings
100%
attendance
6
members
3
meetings
94%
attendance
GENERAL MANAGEMENT COMMITTEE
The General Management Committee sets out the Group's
overarching strategy and ensures
its operational implementation,
in accordance with the decisions of the Board of Directors.
Stanislas
DE GRAMONT
Chief Executive Officer
Cyril BUXTORF Senior Executive Vice-President,
Strategy
& Transformation
Olivier CASANOVA
Senior Executive Vice-President, Finance
Thierry GEE Senior Executive Vice-President,
Products
& Innovation
Richard LELIÈVRE
Senior Executive Vice-President, Industry
Rachel PAGET Senior Executive Vice-President, Human Resources
Cathy PIANON Senior Executive Vice-President, Public Attairs & Communication
2025 Universal Registration Document ---- GROUPE SEB 15
PERFORMANCE
Key figures 2025
Financial performance
SALES AND ORGANIC GROWTH
(in € million)
+5.0% +0.3%
OPERATING RESULT FROM ACTIVITY
AND OPERATING MARGIN
(in € million)
NET PROFIT, GROUP SHARE
(in € million)
8,006
8,266
8,169
9.1%
726
9.7%
802
601
+9.3%
386
422
+5.6%
7.4%
232
245
2023 2024 2025
2023 2024 2025
2023 2024 2025
Operating margin as % of sales
Adjusted for the French Competition Authority fine
FREE CASH FLOW
(in € million)
CAPITAL EXPENDITURE
(In € million)*
NET DEBT
AND LEVERAGE RATIO
(in € million at 31/12)
805
260
124
176
217
222
1,769*
1.8
1,926*
1.8
2,342*
2.7**
2023 2024 2025
2023 2024 2025
2023 2024 2025
* Cash outflows for purchase of PP&E and intangible investments
Net debt/Adjusted EBITDA
* Including IFRS 16 debt
of €358m in 2023, €311m in 2024 and €318m in 2025
** 2.5 excluding French Competition Authority fine
16 GROUPE SEB ---- 2025 Universal Registration Document
Non-financial performance
LABOR RELATIONS AND SOCIAL PERFORMANCE
HEALTH AND SAFETY OF EMPLOYEES
Workplace accidents, LTIR*
DIVERSITY
Percentage of women
in management positions
VALUE CHAIN - SUPPLIERS
Coverage of the Responsible Purchasing Charter*
100%
1.1
0.81
0.76
< 0.5
20%
26.5%
>32%
28.9%
82%
89%
//
2021 2024 2025
//
target 2030
//
2021 2024
2025
//
target 2030
2024
2025
//
target 2030
* Lost Time Injury Rate of accidents with days lost
* % of suppliers of direct purchases and finished products
ENVIRONMENTAL PERFORMANCE
RECYCLED MATERIALS
Percentage of recycled materials in packaging and products manufactured by the Group
SCOPE 1 & 2 GHG EMISSIONS
Trajectory of GHG emissions* (k tons of CO2eq., ref. 2021**)
SCOPE 3 GHG EMISSIONS*
Trajectory of GHG emissions (M tons of CO2eq., ref. 2021**)
34%
47%*
52%
60%
23
0
4
260
212
200
-18.4% - 3.0%
42
0
- 2.0%
-6.7% -8.9%
21.1
-25.0%
// //
target
// //
151
target
// //
28.1
26.2
25.6
target
2021 2024 2025
2030
2021 2024 2025
2030
2021 2024 2025
2030
* Adjusted figure
* Greenhouse gases
** SBTi commitments made relative to 2021
% vs 2021* Included: scopes 3.1, 3.4 and 3.11
** SBTi commitments made relative to 2021
% vs 20212025 Universal Registration Document ---- GROUPE SEB 17
PERFORMANCE
Stock market and shareholding
DATA SHEET
Listing market
Euronext Paris, Compartment A
ISIN code
FR0000121709
LEI code
969500WP61NBK098AC47
Date of first listing
27 May 1975
Number of shares 55,337,770 shares of €1nominal
Stock market indices
CAC® Mid 60, SBF® 120, CAC® Mid
& Small, CAC® All-Tradable, MSCI Small Caps, Euronext CDP Environment France, Euronext Family Business
Other information
Eligible for deferred settlement
Ticker
Reuters: SEBF.PA Bloomberg: SK.FP
2025 PERFORMANCE
As of 31/12/2025:
Closing price: €49.30
Stock market
capitalization: €2,728m
+ high (during
trading session): €95.15
- low (during
trading session): €46.12
Year average
(closing price): €72.10
Average of the last 30 closing prices of the year: €48.75
Average daily trading volume (Euronext volume,
in shares): 78,913
SHARE CAPITAL BREAKDOWN AT 31/12/2025
1.0%
Free float = 43.8% of
share capital
9.1%
Individual shareholders
34.8%
Institutional investors
3.1%
Employees
Treasury shares
55.3 million shares (as % of EGM share capital)
4.7%
FSP
34.8%
Family
voting block*
7.2%
FÉDÉRACTIVE
and associates**
0.1%
Other family shareholders**
5.2%
BPIFRANCE (LAC1)
BREAKDOWN OF VOTING RIGHTS AT 31/12/2025
0.7%
Free float =
34.1% of
voting rights
8.1%
Individual shareholders
26.1%
Institutional investors
3.5%
Employees
6.6%
FSP
3.6%
Treasury shares
79.8 million votes
(EGM theoretical votes)
41.4%
Family
voting block*
9.9%
FÉDÉRACTIVE
and associates**
0.1%
BPIFRANCE (LAC1) Other family shareholders**
* Founder group shareholders continuing the initial concerted voting block (Agreement of 27/02/2019) including VENELLE INVESTISSEMENT, GÉNÉRACTION, HRC and other family shareholders.
** Shareholders from the Founder group.
NET EARNINGS PER SHARE AND DIVIDEND (IN €)
7.73
7.01
4.26
4.47
Adjusted for the
2.62
2.80 2.80*
provision relating to the French Competition Authority fine.
Dividend
2023 2024 2025
* Proposed to the General Meeting on 12 May 2026
GROUPE SEB ---- 2025 Universal Registration Document
AFR
Introduction
to the Group
1
History and organization 20 1.4 ESG ambition by 2030 41
1.1.2
1.1.3
1.1.4
Groupe SEB at a glance 20
Organizational structure of the Group 21
Our business model 22
87.1.1
87.1.2
A commitment deeply rooted in the Group's DNA 41
A new ESG ambition 2024-2030 integrated
into the Group's strategy 43
Innovation and products centered on responsible commitment 45
Business sector 24
Consumer business 24
91.1.1
91.1.2
ESG governance to engage employees at all levels
of the organization 45
1.2.1
1.2.2
Professional business 25
100.1.2
100.1.3
An ESG policy based on the highest international
standards 46
Reporting under the CSRD 46
Strategy and value creation 27
Value creation model and key success factors 27
100.1.4
Widely acknowledged non-financial performance,
which continued to gain recognition in 2025 47
33.1.1
1.3.1
1.3.2
1.3.3
1.3.4
Strong leadership and brands 27
A global presence 29
Continuous innovation 29
Extensive product offering 34
Act for nature 48
1.4.1
1.4.2
Act as a leader in the circular economy 52
1.4.3
Act for all 54
Eco-design in action: concrete responses tailored
1.4.4
to each market 58
1.3.5
Go-to-market excellence 34
Competitive industrial footprint 36
1.4.5
A global ambition supported by strong local dynamics 59
1.3.6
Proven expertise in external growth 39
1.3.7
1.5 Medium-term outlook 60
2025 Universal Registration Document ---- GROUPE SEB 19
1
INTRODUCTION TO THE GROUP
History and organization
History and organization
The SEB Group holds a global leadership(1)position on Small Domestic Equipment and on Professional Coffee (excluding vending machines). Anchored in consumer life for more than 165 years, the Group has developed thanks to a profitable and balanced model, combining organic growth - supported by a constant product innovation policy - and a targeted acquisition strategy.
In 2025, the Group recorded revenue of €8.2 billion. Present in more than 150 countries with strong brands such as Tefal, Supor, Rowenta and WMF, the Group has always been driven by fundamental values that have contributed to its success: entrepreneurial drive, respect for people, passion for innovation, professionalism, and group spirit.
These values, carried by all employees, contribute to the Group's mission to "make consumers' everyday lives easier and more enjoyable and contribute to better living all around the world".
Groupe SEB at a glance
1857
Traveling tinsmith Antoine Lescure sets up his tinsmithery workshop in Selongey
1944
1952
SEB becomes a limited company, led by Frédéric and Henri Lescure
1953
1968
Acquisition of Tefal and its European subsidiaries
1972
1973
Creation of the holding company SEB
1975
The company adopts the name Société d'Emboutissage
de Bourgogne (SEB)
Launch of
the SEB pressure cooker
Strengthening in
Small Domestic Appliances with the acquisition of Calor
SEB S.A. listed on the Paris Stock Exchange to boost the Group's growth
1995 1988
1976
Emmanuel Lescure
1997
Launch of the Ingenio removable handle concept
1990
Acquisition of Rowenta in Germany
1981
becomes Chairman and CEO of the Group
Entry into South America
with the acquisition of Arno in Brazil and Volmo in Colombia
Jacques Gairard succeeds
Emmanuel Lescure as head of the Group
Launch of the first electrical iron
2000
Thierry de La Tour d'Artaise becomes Chairman and CEO of Groupe SEB
2001
2004
Acquisition of All-Clad in the US
2006
2007
Acquisition of a majority stake in Supor in China
2012
Launch of Cookeo,
the intelligent multi-cooker
2016
Takeover of Moulinex-Krups
Launch of Actifry, the fryer with one spoonful of oil
Acquisition of the German group WMF and entry into the Professional business
2025
2024
Strengthening in professional cooking with the acquisition of the Sofilac Group, owner of the Charvet and Lacanche brands
2023
2022
Separation of the roles of Chairman and CEO and appointment of Stanislas de Gramont as Chief Executive Officer
Acquisition of La Brigade de Buyer, strengthening in premium cookware
Strengthening in
Professional with the acquisition of Pacojet and in premium
with Forge Adour
(1) In the document, the positions, sizes and market shares are calculated based on the latest available statistics and panels (GfK, Euromonitor, etc.) and Group estimates.
20 GROUPE SEB ---- 2025 Universal Registration Document
1
INTRODUCTION TO THE GROUP
History and organization
Organizational structure of the Group
Consumer business
Professional business
Other countries
North America
South America
China*
Other countries
SEB S.A.
ASIA
AMERICAS
EMEA
Western Europe
* including the listed company Zhejiang Supor Co. Ltd.
SEB S.A. is the parent company of Groupe SEB, which owns the Consumer business, which is reported by region, and the Professional business.
There are Group-wide business units within the Consumer business: (i) kitchen electrics, (ii) cookware and kitchen utensils (iii) and
home and personal care.
The list of the main consolidated companies of Groupe SEB as of 31 December 2025 is presented in section 6.2 Notes to the consolidated financial statements, note 32.
2025 Universal Registration Document ---- GROUPE SEB 21
1
INTRODUCTION TO THE GROUP
History and organization
Our business model
OUR RESOURCES OUR VALUE CREATION FORMULA
Committed
men and women
32,000 employees
115 nationalities
Managers: >12 years of service on average; 43% women
6,500 employees
in sales and marketing
Innovation
at the forefront
~3,000 employees
6 centers of excellence
6 regional hubs
€320 million invested in 2025
>20,000* active patents
(almost 500 filed in 2025)
The manufacturing base
47 production facilities including 11 dedicated to Professional products
240m products
manufactured per year
100% of production facilities ISO 14001 certified
Strong brands
>40 brands in 150 countries
Tefal and Supor: circa €2bn
of sales each
A solid
financial foundation
Shareholder stability
Equity of €3.5bn
Available liquidity >€2.5bn**
Our strategic ambition
Strengthen our global leadership in Small Domestic Equipment...
Our key success factors
STRONG BRANDS
A GLOBAL PRESENCE
CONTINUOUS INNOVATION
Pioneer in social and environmental responsibility
ESG issues at the heart of the Group's strategy
Proven expertise in external growth
Structuring or targeted acquisitions
that have contributed to the Group's development
A fundamentally
life-centric approach
€2.5bn in sales generated by products launched since 2023
A broad and diversified global presence that bolsters the Group's resilience and growth
More than
150 countries
Strong and complementary brands that ensure the Group's leadership positions
80% of Consumer sales made
via 5 brands
* Including Supor's active patents.
** Including undrawn credit lines.
THE GROUP'S VALUES
Entrepreneurial drive
Respect for people
22 GROUPE SEB ---- 2025 Universal Registration Document
1
INTRODUCTION TO THE GROUP
History and organization
Our mission "Make consumers' everyday lives easier and more enjoyable and contribute to better living all around the world"
VALUE CREATED AND SHARED
… and become a reference player in Professional
For employees
>16 hours of training on average per year per employee in 2025
LTIR*: 0.76 in 2025 vs. 1.1 in 2021
65% of interns or work-study trainees hired permanently (executive positions)
EXTENSIVE PRODUCT OFFERING
GO-TO-MARKET EXCELLENCE
Multi-channel go-to-market excellence to
maximize presence and performance in all markets.
Multi-channel distribution:
55%* offline
45%* online
* % of Consumer sales.
A broad product portfolio covering all categories and catering to all consumer needs and uses
>50 product
families
COMPETITIVE INDUSTRIAL FOOTPRINT
A competitive industrial footprint allowing flexibility and control
of costs and supplies
Production:
60% in-house
40% external
For customers
Nearly 400m products sold per year on average for the past five years**
75% of sales in markets where the Group has leadership positions
>22,000 pieces of influencer content
generated
e-commerce +10% LFL in 2025
For the planet and societyNet-Zero trajectory for 2050 approved by the SBTi
52% recycled material
in our products and packaging in 2025
23% reduction in CO2eq. emissions
since 2021 (scopes 1 and 2)
>90% of our Small Domestic Appliances are repairable for 15 years
For suppliers
89% of direct purchases and finished products covered by the Responsible Purchasing Charter
34 suppliers ➜ AA Intertek label
A pioneer in repairability since 2008.
Eco-design at the heart of product development.
Regional commitment deeply rooted in the Group's DNA.
Goal to contribute to global carbon neutrality by 2050.
Geographical, product and business complementarity.
Ability to mobilize the necessary financial and human resources.
Expertise in integration.
For shareholders
ORfA: €601m
Profit attributable to owners of the parent:
€245m
Free cash flow: €124m
2025 dividend: €2.80*** (+6% on average per year for the past 10 years)
* Lost Time Incident Rate.
** Excluding Professional and ancillary.
*** Proposed at the 2026 AGM.
Passion for innovation
Professionalism
Group spirit
2025 Universal Registration Document ---- GROUPE SEB 23
1
INTRODUCTION TO THE GROUP
Business sector
Business sector
Groupe SEB is a longstanding player in the Small Domestic Equipment market, where it occupies several leadership positions: #1 in linen care, #1 in cookware, #1 in electrical cooking, #2 in blenders, etc. It has also developed leading positions in the Professional market since 2016, and is the world leader in professional coffee (excluding vending machines), especially via its brands WMF and Schaerer. In recent years, the Group has strengthened its presence in the Professional market through targeted acquisitions, extending its presence to cookware (La Brigade de Buyer), food preparation (Pacojet) and cooking (Charvet and Krampouz).
Consumer business
The SEB Group holds a leadership position in the Small Domestic Equipment (SDE) market, which includes small domestic appliances (SDA) and the cookware and kitchen utensils market. Small Domestic Equipment accounted for around 88% of the Group's sales in 2025.
The market targeted by the Group is estimated at approximately
€85 billion, including €57 billion for small domestic appliances and around €28 billion for cookware and kitchen utensils.
Small domestic appliances
The small domestic appliances market targeted by the Group comprises several segments or product families of different sizes and strengths.
The Kitchen Electrics segment, which accounted for over 40% of Consumer sales in 2025, consists of:
electrical cooking (deep and oil-less fryers, multi-cookers, rice cookers, convivial cooking appliances, grills, waffle-makers, electric pressure cookers, toasters, etc.);
beverage preparation (automatic espresso coffee makers, filter or pods coffee makers, kettles, teapots, beer taps, etc.);
and food preparation (blenders, food processors, mixers, juice extractors, beaters, hand blenders, etc.).
The Home and Personal Care segment accounted for approximately 25% of the Group's Consumer sales in 2025. This segment consists of:
linen care (irons and steam generators, garment steamers, spot cleaners, etc.);
floor care (canister, versatile or robotic vacuum cleaners, washers, etc.);
home comfort (fans, heaters, air purifiers, etc.);
and personal care (hair styling and removal devices, hair clippers, bathroom scales, etc.).
The small domestic appliances market is fragmented. It is composed of a large number of players with different profiles including (i) global generalist players like Dyson, SharkNinja, BSH, Philips-Versuni, or regional ones like Midea, Joyoung, Oster, Mondial or Arcelik, (ii) premium players focused on a product family like De'Longhi, Ecovacs, Roborock, Vorwerk, KitchenAid and (iii) other brands which often offer an entry-level product offering, including retailer brands.
Cookware and kitchen utensils
The market for cookware and kitchen utensils targeted by the Group is fairly evenly distributed between the two segments. The business accounts for about 35% of the Group's Consumer sales.
The cookware segment consists of:
frying pans and saucepans: aluminum, steel, ceramic, stainless steel or cast iron, coated or uncoated, with a fixed or removable handle;
pots and woks (coated or uncoated), pressure cookers;
baking trays and ovenware.
The kitchen utensils segment consists of:
kitchen knives and other utensils;
food storage containers;
insulated bottles and mugs.
The market for cookware and kitchen utensils is very fragmented with (i) global or regional generalist brands such as Fissler, Zwilling-Staub, Tramontina or Greenpan, (ii) premium brands such as Le Creuset, and (iii) mainly e-commerce brands such as Carote or Hexclad, as well as retailer brands.
24 GROUPE SEB ---- 2025 Universal Registration Document
1
INTRODUCTION TO THE GROUP
Business sector
Trends in the Small Domestic Equipment market
The Small Domestic Equipment market is characterized by structural growth of more than 3% per year driven by various factors:
the growth of the middle class in emerging economies, driven by an increase in purchasing power, which stimulates spending on Small Domestic Equipment and increases the number of households with such appliances;
trading-up and constant demand for innovation, fueled by new technologies that enable the design and delivery of new solutions that meet the needs of consumers;
the development of multi-equipment; this is notably the case for coffee makers (filter, espresso, automatic grinders), vacuum cleaners (canister, versatile, washers), ironing (irons, steam generators, garment steamers);
new local lifestyle and consumer habits including a passion for home-made cooking, greater attention to health and well-being, a more nomadic life and a more responsible and sustainable approach;
new needs, adapted to the size and configuration of households (growing number of single-parent families, people living alone, aging population/"silver economy", etc.).
The Small Domestic Equipment market is highly seasonal, due to the significant proportion of products sold during holidays or special commercial events (Christmas, Chinese New Year, Ramadan, Chinese Singles' Day, PrimeDay, Black Friday, Mother's Day, etc.).
In recent years, the sector has been facing a shift in the go-to-market models, with the very rapid growth of e-commerce and social commerce, which have changed the consumer buying journey and the way brands communicate.
Online sales accelerated during the "Covid years" and now account for half of SDA sales worldwide (excluding China and North America). They represent a large part of the market growth, driven by global or national players (such as Amazon, T-Mall, JD.com, Mercado Libre, Allegro, Coupang…) but also by the merchant sites of distributors that initially had only a physical presence (Click & Mortar).
These online sales are also boosted by direct-to-consumer (DTC) sales by brands via their own "brand.com" websites or dedicated concessions on major platforms (marketplaces).
In addition, the emergence of social commerce on social networks has transformed these platforms into real online stores. The phenomenon, which is particularly important in China, notably via the applications of PinDuoDuo, Douyin/TikTok, is gradually developing in other countries.
The purchasing journey has changed, consumer ratings and influencer reviews now play a crucial role in consumer decisions.
These developments have further blurred the boundaries between physical retail distribution and online commerce. Omni-channeling has become the norm, giving consumers direct access to a much wider range of products and services, with a growing role for influencers and brand ambassadors.
Professional business
BEVERAGES COOKWARE
*
Automatic espresso coffee
Filter and traditional coffee
Cold
beverages
Cookware Hotel
equipment
Food preparation
Cooking
*
* Living Heritage Company
The Professional business accounted for around 12% of the Group's sales in 2025. In this business, services (maintenance, repair, spare parts…) represent approximately 30% of the sales.
Groupe SEB entered this business in 2016 through the acquisition of the WMF Group, which gave it leadership positions in the professional coffee market - with immediate global leadership in automatic espresso machines, with the brands WMF and Schaerer. This acquisition also gave the Group entry into high-end hotel equipment under the WMF and Hepp brands.
Armed with this foundation, the Group has methodically expanded its scope through external growth. Its expertise in coffee was rounded out by the integration of Wilbur Curtis in 2019 (filter coffee in the United States) and La San Marco in 2023
(traditional machines). At the same time, the Group diversified its offering in cold beverages with the acquisition of Zummo in 2022.
With the acquisitions of Krampouz in 2019 and Pacojet in 2023, the Group has expanded its professional culinary business. In 2024 it entered the professional and semi-professional culinary segment with the acquisition of Sofilac, a French group specializing in the design, manufacture and marketing of high-end cooking equipment (notably with the Lacanche and Charvet brands).
In early 2025, the Group acquired La Brigade de Buyer, a French group that offers high-end cooking and pastry equipment to professionals and enthusiasts, thus strengthening its presence in professional and premium cookware.
2025 Universal Registration Document ---- GROUPE SEB 25
1
INTRODUCTION TO THE GROUP
Business sector
The Professional market
The Professional market targeted by the Group represents approximately €15 billion and consists in particular of the following categories:
beverages;
hot: automatic espresso coffee makers, filter and traditional coffee makers,
cold: juice extractors and centrifugal juicers;
cooking and food preparation;
cookware and kitchen utensils,
hotel equipment,
food preparation,
and cooking.
Professional coffee accounted for approximately 80% of sales of the Group's Professional business in 2025. This market is estimated at around €3 billion (excluding vending machines). It comprises three main technologies:
automatic espresso makers that are aimed at fast food chains, restaurants, cafes, hotels, bakeries, offices, and independent outlets. This type of coffee maker represents more than 50% of the Group's target market for professional coffee. It is experiencing robust growth due to the many benefits it provides customers: wide choice of beverages of consistently high quality, automated process responding to the shortage of skilled labor and efficiency needs, premiumization of the coffee offering;
traditional makers (percolators) that are often the equipment of choice in bars and restaurants. They are benefiting from uptrading, driven by electronics and semi-automation;
filter coffee makers, which have a significant presence in certain markets, particularly in the United States, Northern Europe and Japan, where filter coffee remains a mainstream consumer product.
The professional coffee market is concentrated and is made up of players such as Franke, Thermoplan, Melitta, La Marzocco/ Eversys or Evoca. Some brands, such as Jura, Dr Coffee or Kalerm, have strong positions in specific segments (e.g. offices).
The sale of equipment is often complemented by a service offering (servicing/maintenance and spare parts) which generates recurring revenue.
The professional culinary market targeted by the Group includes various categories such as cookware and utensils (frying pans, saucepans, kitchen knives, etc.), hotel equipment (especially cutlery, crockery, serving trays, etc.), food preparation (including blenders, food processors and emulsifiers) and cooking (horizontal - like stoves, deep fryers, planchas or waffle makers - or vertical - like ovens).
The types of end users are varied and include commercial catering (with or without table service), contract catering, hotels, cruise ships and bakeries.
It is a fragmented market (especially in Europe) with many manufacturers that are local and/or are focused on a single product family, often of modest size. Like Groupe SEB, for several years a few players have undertaken a process of sector consolidation, in particular Ali Group, Middleby, ITW and Electrolux Professional.
Professional market trends
The Professional market targeted by the Group is characterized in particular by:
high growth, from 5 to 10% per year, driven by the development of out-of-home consumption, particularly coffee and snacks;
high barriers to entry (technological, industrial and commercial) that are accompanied by a higher level of operating profitability than the Consumer market;
product innovation, improving convenience and productivity while reducing operating costs;
a virtuous business model with additional service-related recurring revenue.
In recent years, coffee consumption in the world has developed, with (i) a sharp increase in demand in traditionally tea-loving countries (China, Southeast Asia…) and (ii) a move toward the increasing use of coffee as an ingredient in hot or cold drinks, especially in China and the United States. The automatic espresso machine segment takes full advantage of this enthusiasm.
The market for professional culinary equipment is strongly linked to demand from commercial catering. There are many levers for growth, including:
a growing trend toward multi-equipment for the various players;
a long-standing customer loyalty and commitment to traditional brands;
short renewal cycles for small culinary equipment.
26 GROUPE SEB ---- 2025 Universal Registration Document
1
INTRODUCTION TO THE GROUP
Strategy and value creation
Strategy and value creation
Groupe SEB has a mission: "Make consumers' everyday lives easier and more enjoyable and contribute to better living all around the world".
To carry it out, the Group detailed its medium-term ambition during its Capital Market Day in 2023, which is based on two strategic objectives:
strengthen its leading positions in the Consumer business through a policy of continuous innovation and the expansion of its category coverage;
become a reference in the Professional business by capitalizing on its success in the coffee sector to broaden its scope of activity: entering new market segments and expanding into new business lines, in particular in the culinary segment.
Value creation model and key success factors
To deploy its strategy, the SEB Group capitalizes on the key success factors that have forged its global leadership: strong brands, a global presence, continuous innovation, a broad product portfolio, powerful business execution and a competitive industrial footprint. These strengths, developed over time, combine a historical expertise in external growth with a pioneering commitment to social, societal and environmental responsibility.
Extensively tested in the Consumer segment over the last few decades, this model is now being applied to the Professional business, with the aim of making the Group a reference player in this business.
STRONG BRANDS
GLOBAL PRESENCE
CONTINUOUS INNOVATION
EXTENSIVE PRODUCT OFFERING PORTFOLIO
GO-TO-MARKET EXCELLENCE
COMPETITIVE INDUSTRIAL FOOTPRINT
PROVEN EXPERTISE IN EXTERNAL GROWTH
A PIONEER IN SOCIAL AND ENVIRONMENTAL RESPONSIBILITY
Strong leadership and brands
Over time, Groupe SEB has forged a leadership position in the Small Domestic Equipment segment. Present in eight major Consumer product families (cookware, electrical cooking, beverage preparation, food preparation, linen care, floor care, home comfort and personal care), the Group is ranked first or second in many categories.
Groupe SEB is the undisputed global leader in the cookware market, with core brands like Tefal, Supor and Imusa and premium brands like All-Clad, WMF and Lagostina. It is also one of the world's top-5 players in the kitchen utensils and accessories market.
The Group thus generates around 75% of its revenue in countries where it holds leadership positions (#1 or #2).
In its Professional business, the Group holds several leadership positions including that of global leader in automatic espresso machines.
The Group's expansion and acquisitions have enabled it to build up a portfolio of more than 40 highly regarded and complementary brands.
This multi-brand strategy, which has been strengthened over the years, gives it both broad and deep coverage of markets.
#1 Cookware #1 Electrical cooking #2 Blenders #1 Linen care #1 professional
automatic espresso machines
2025 Universal Registration Document ---- GROUPE SEB 27
1
INTRODUCTION TO THE GROUP
Strategy and value creation
The Group's brands are divided into two major complementary sub-groups:
core Consumer brands, with a broad geographical and category presence in the Small Domestic Equipment universe, as well as multi-channel distribution;
global brands: Tefal, a world leader in the cookware segment, is the most globalized brand and is present in all product categories. Moulinex, Krups, and Rowenta have a more segmented reach: Moulinex in the electrical cooking segment, Krups in coffee, and Rowenta in home, linen and personal care. All are very high-profile and highly attractive to consumers,
regional brands such as Supor in China, Arno in Brazil, Imusa and Samurai in Colombia, Seb and Calor in France, etc. Their strength lies in their long-standing presence and reputation in their markets which have created a strong bond with consumers. They respond to regional or local consumption patterns;
premium Consumer and semi-professional brands (WMF, Lagostina, All-Clad, Lacanche, De Buyer, etc.) are distributed through more selective channels and have a strong identity and values (communication, design, pricing policy, etc.).
It is worth noting that 80% of Consumer sales are generated by just 5 brands - Tefal, Supor, Rowenta, WMF and Moulinex - and 2 of them (Tefal and Supor) each generate close to €2 billion in revenue.
The Group also has complementary professional brands. In beverages, for example, the coffee brands WMF and Schaerer (automatic espresso machines), Wilbur Curtis (filter coffee makers) and La San Marco (traditional coffee) offer customers different machine technologies to suit their needs. In the culinary business, the Group's brands allow it to cover the different culinary stages, from (i) food preparation with Pacojet, (ii) cooking with the Krampouz or Charvet brands, for example, and (iii) table service with the Hepp or WMF brands.
MULTI-CATEGORY BRANDS WITH GLOBAL REACH
Cookware
Kitchen utensils
Electrical cooking
Food
Beverage
preparation preparation
Linen care
Floor care
Home comfort
Personal care
28 GROUPE SEB ---- 2025 Universal Registration Document