Investor Presentation

Investor presentation

February-March 2021

Fiskars Group Q3 2020 Content

• Fiskars Group in brief • Business Areas • Financials • Appendices

NET SALES BY SEGMENT CREA

SCISSORS & CREATING

COOKING

TERRA VITA 15% GARDENING TABLEWARE 41%

OUTDOOR DRINKWARE 44%

WATERING INTERIOR

NET SALES SPLIT BY BRAND (2019) NET SALES SPLIT BY GEOGRAPHY

14% 23% Asia-Pacific Other brands 38% Fiskars

44% Europe 7% Wedgwood 42% 7% Americas Gerber 8% 9% Waterford 9% Iittala Royal Copenhagen

Americas Europe Asia- Pacific

Fiskars

Gerber

Iittala

Royal Copenhagen

Wedgwood

Waterford

Based on net sales split in 2019

EMPLOYEES >6,000

PRESENCE IN 30 COUNTRIES

BRANDS AVAILABLE IN MORE THAN 100 COUNTRIES

MORE THAN 350 STORES

GROWING INSPIRING EXCITING IMPROVING BUSINESS PEOPLE CONSUMERS PERFORMANCE

Vita Sharpening Development Transformation focus on: of digital capabilities

Fiskars Group’s science-based targets are: 1. Fiskars Group commits to reduce greenhouse gas emissions from own operations (scope 1 and 2) 60% by 2030 from a 2017 base year. 2. Fiskars Group commits to reduce greenhouse gas emissions from upstream transportation and distribution (scope 3) 30% by 2030 from a 2018 base year. 3. Fiskars Group commits that 60% of its suppliers by spend covering purchased goods and services, will have science-based targets ⓒ Fiskars Group 2021 by 2024 11 Organizational structure

CEO NATHALIE AHLSTRÖM

JOHAN Sales HEDBERG

Business Area Business Area Business Area TINA Consumer Experience & Growth ANDERSSON

RISTO Supply Chain GAGGL VITA TERRA CREA SARI Finance & IT POHJONEN

NIKLAS Human Resources LINDHOLM CHRISTIAN JAMES TUOMAS BACHLER BROUILLARD HYYRYLÄINEN PÄIVI Legal & Compliance TIMONEN

MAIJA Communications TAIMI

Transformation program Restructuring program Focusing on: Focusing on: • The Vita business, to improve its profitability • Synergies and efficiencies in our selling and administrative spending • Actions in retail, distribution and supply network as well as organizational structure • Evaluating our entire supply and distribution network for efficiency improvements Targeted annual cost savings app. EUR 17 million Targeted annual cost savings app. EUR 20 million • Subject to the full implementation of the program • Subject to the full implementation of the program • Targeted cost savings are expected to be achieved gradually, and the majority of the savings are expected • Targeted cost savings are expected to be achieved to materialize after the program is completed (end of gradually, and the majority of the savings are expected 2021) to materialize after the program is completed (end of 2021) Costs of the program app. EUR 40 million in 2018–2021 Costs of the program app. EUR 30 million in 2019–2021 By the end of Q4 2020, EUR 22.5 million of costs had been booked By the end of Q4 2020, EUR 8.5 million of costs had been booked

KEY CATEGORIES NET SALES AND COMPARABLE EBITA MARGIN

200 35%

180 171,6 171,1 30%

160 25% Tableware Drinkware Interior 22,1 % 140 20% 15,7 % 117,6 120 110,2 111,0 15% 101,3 100 8,0 % 93,6 13,2 % 10% 80,9 80 2,7 % 5% -0,5 % KEY BRANDS 60 0%

40 -3,8 % -5% 20 -10% -9,8 % 0 -15% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 2019 2019 2019 2020 2020 2020 2020

KEY MARKETS DISTRIBUTION CHANNELS

• Nordics • UK Retailers; Direct stores & consumer sales; • U.S. e-comm stores & e-comm • Japan

Hospitality BtoB

KEY CATEGORIES NET SALES AND COMPARABLE EBITA MARGIN

160 153,7 25%

140 129,3 127,5 124,5 20% Gardening Outdoor Watering 120 17,2 % 17,7 % 113,1 15,0 % 97,8 100 95,1 95,7 15% 11,8 % 80

10% 60 7,8 % KEY BRANDS 9,1 % 40 2,9 % 5% 20 0,1 % 0 0% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 2019 2019 2019 2020 2020 2020 2020

KEY MARKETS DISTRIBUTION CHANNELS

• U.S. • North & Central Retailers; Direct stores & BtoB consumer sales; Europe e-comm stores & e-comm

KEY CATEGORIES NET SALES AND COMPARABLE EBITA MARGIN

70 40% 34,2 % 60 35%

28,4 % 30% Scissors Cooking 50 & creating 24,3 % 44,8 43,5 41,5 25% 38,5 39,5 40 35,0 19,6 % 20,4 % 32,3 29,9 20% 30 18,0 % 17,4 % 15% 14,4 % KEY BRANDS 20 10%

10 5%

0 0% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 2019 2019 2019 2020 2020 2020 2020

KEY MARKETS DISTRIBUTION CHANNELS

• U.S. • North & Central Retailers; Direct stores & consumer sales; BtoB Europe e-comm stores & e-comm

Rolled out in all own Iittala stores in Finland in 2019 Expansion to Sweden announced in Q4 2020, as the service was made available in five stores

In February, the kitchenware service expanded to new product categories, as in addition to Arabia, also Iittala, Fiskars and Hackman products are available In the service, tableware, cutlery, drinking glasses and cookware are available from the same service for a monthly fee The goal is to provide new alternatives to traditional ownership Currently available in Finland

https://astiapalvelu.arabia.fi/en-US/

1 400 60% 1 205 1 186 1 200 55% 1 107 1 119 1 090 1 116

1 000 50% 799 768 43,4 % 800 716 743 748 42,5 % 43,2 % 45% 660 40,9 % 41,0 % 41,0 % 40,5 % 600 38,7 % 40% 36,7 % 35,4 % 35,0 % 400 33,5 % 35%

200 30%

0 25% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Net sales, EUR million Comparable gross margin

COMPARABLE EBITA

160 18% 136,8 140 16% 119 121,7 120 107,1 14% 12,3 % 100 90,6 10,9 % 12% 75,7 80 10,0 % 11,3 % 8,9 % 10% 60 10,1 % 8,3 % 9,5 % 6,8 % 8% 40 8,0 % 20 6,7 % 6% 5,6 % 0 4% 2015 2016 2017 2018 2019 2020 Comparable EBITA, EUR million Comparable EBITA margin EBITA margin

26 Quarterly development – last 3 years

NET SALES, EUR MILLION COMPARABLE EBITA, EUR MILLION

350 60 319 324 308 313 49,9 300 280 48,8 273 50 270 266 269 265 267 256 256 249 250 39,3 40 35,4 35,1 200 29,1 30 28,6 27,0 25,9 23,6 150 22,3 18,9 20 100 16,1 13,4

50 10

0 0

Net sales Rolling 12 months average Comparable EBITA Rolling 12 months average

NET SALES COMPARABLE EBITA

4% 7%

4% 4% 3% 4% 9% 9% 4% 8% 12% 13% 10% 5% 26% 16% 15% 10% 16% 10% -3% 9% 8% 0%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Vita Terra Crea Vita Terra Crea

Seasonal distribution by quarter and business area in 2019-2020. Percentages as share of total full year group figures

Number of Stock Sales / SKU, EUR Keeping Units (SKU) 45 000 90 000

40 000 80 000 Targeting to reach the previous high in sales / SKU 35 000 70 000

30 000 60 000

25 000 50 000

20 000 40 000

15 000 30 000

10 000 20 000

5 000 10 000

0 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Number of Stock Keeping Units Net sales / SKU, EUR E&CL brands acquired

Cash flow from operating activities before financial items and taxes EUR million

250

200

150 115,6 103,5 100 92,2 84,7 89,8

48,1 55,8 50 42,7 41,1 24,8 10,5 0

-25,8 -50 -39,2 -37,5

-100 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19 Q1 20 Q2 20 Q3 20 Q4 20 Cash flow Rolling 12 months

DEPRECIATION, AMORTIZATION CAPEX, EUR MILLION AND IMPAIRMENT, EUR MILLION

80 76,1 50 14% 46,2 45 70 40,0 12% 59,6 40 37,6 60 35,0 35 32,4 32,8 10% 30,0 50 30 42,8 43,8 8% 38,8 40 37,4 25 6% 20 30 28,5

15 4,6 % 4% 20 4,1 % 10 3,7 % 3,1 % 2,9 % 2,8 % 2,7 % 2% 10 5

0 0 0% 2014 2015 2016 2017 2018 2019 2020 2014 2015 2016 2017 2018 2019 2020 Depreciation increased Capex as % of sales as a result of IFRS 16

NET DEBT, EUR MILLION NET GEARING AND EQUITY RATIO

300 80% 80% 261,1 69% 69% 70% 70% 70% 250 60% 56% 57% 60% 200 50% 50% 152,0 148,0 143,7 150 135,4 40% 40%

30% 34% 30% 100 20% 20% 50 19% 10% 10% 12% 12% 11% 0 0% 0% 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 Increase in 2019 Equity ratio Net gearing due to IFRS 16

IFRS 16-impact visible in figures from Q1 2019 and Wärtsilä share distribution in Q2 2019 ⓒ Fiskars Group 2021 32 Long-term financial targets unchanged

GROWTH PROFITABILITY CAPITAL STRUCTURE DIVIDEND

The average annual net sales EBITA margin Net gearing* below 100% Fiskars aims to distribute a growth to exceed 5%, through a to reach 12% stable, over time increasing combination of organic growth dividend, to be paid biannually and targeted acquisitions

Proposal: EUR 0.60 per share, 2.4% YoY 11.3% 19% paid in two installments of 0.30 2020 3.8% YoY (comparable) 12.3% (comparable) each

**Net gearing ratio is the ratio of interest-bearing debt, less interest-bearing receivables and cash and bank equivalents, divided by total equity

Fiskars Group Q4 2020 5.2.2020 33 Wärtsilä share distribution changed the baseline for dividend growth

Wärtsilä share Dividend per share (DPS) history 2009–2020 distribution EUR 2.60 5.31 1,40 1.30

1,20

1,00

0,80 0.75 0.70 0.71 0.72 0.65 0.67 0.68 0.60 0.62 0.60 0.56 0,60 0.52 0.54 0.36 0.30 0,40 0.27 0.28

0.35 0,20 0.36 0.30 0.27 0.28

0,00 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020*

Base Dividend First dividend *Proposal Extra Dividend Second dividend

# Shareholder name Number of shares % of shares and votes 1 Virala Oy Ab 12,650,000 15.44 2 Turret Oy Ab 10,885,961 13.29 3 Holdix Oy Ab 10,165,537 12.41 4 Bergsrådinnan Sophie von Julins Foundation 2,556,000 3.12 5 Oy Julius Tallberg Ab 2,554,350 3.12 6 Gripenberg Gerda Margareta Lindsay Dödsbo 1,982,000 2.42 7 Varma Mutual Pension Insurance Company 1,719,326 2.10 8 Ilmarinen Mutual Pension Insurance Company 1,695,225 2.07 9 von Julin Sofia Margareta dödsbo 1,560,000 1.90 10 Ehrnrooth, Albert 855,372 1.04 10 largest shareholders, total 46,623,771 56.92 Other shareholders 35,281,471 42.87 Total 81,905,242 100.00

Data supplied by Euroland

5,0% 12,1% Private companies

34,6% Households

14,2% Financial and insurance institutions Public sector and non-profit organizations Nominee registered and non- Finnish holders 34,1%

Number of % of total Number of % of shares Sector shareholders shareholders shares and votes Private companies 688 2.6 % 28,309,738 34.6 % Households 25,742 95.9 % 27,953,585 34.1 % Financial and insurance institutions 36 0.1 % 11,632,015 14.2 % Public sector and non-profit organizations 221 0.8 % 9,913,026 12.1 % Nominee registered and non-Finnish holders 143 0.5 % 4,096,878 5.0 % Total 81,905,242 100.00

Data supplied by Euroland

37 Fiskars Group Leadership Team

NATHALIE AHLSTRÖM SARI POHJONEN TINA ANDERSSON CHRISTIAN BACHLER JAMES BROUILLARD RISTO GAGGL President & CEO Chief Financial Officer Chief Consumer Officer Executive Vice President, Executive Vice President, Chief Supply Chain Officer BA Vita BA Terra

JOHAN HEDBERG TUOMAS HYYRYLÄINEN NIKLAS LINDHOLM MAIJA TAIMI PÄIVI TIMONEN Chief Sales Officer Executive Vice President, Chief People Officer Chief Communications Chief Legal Officer BA Crea Officer

PAUL JYRI ALBERT LOUISE EHRNROOTH LUOMAKOSKI EHRNROOTH FROMOND Chairman Vice Chairman

INKA FABIAN PETER RITVA MERO MÅNSSON SJÖLANDER SOTAMAA

This presentation contains forward-looking statements that reflect management’s current views with respect to certain future events and potential financial performance. Although Fiskars believes that the expectations reflected in such forward-looking statements are reasonable, no assurance can be given that such expectations will prove to have been correct. Accordingly, results could differ materially from those set out in the forward-looking statements as a result of various factors.

Important factors that may cause such a difference for Fiskars include, but are not limited to: (i) the macroeconomic development and consumer confidence in the key markets, (ii) change in the competitive climate, (iii) change in the regulatory environment and other government actions, (iv) change in interest rate and foreign exchange rate levels, and (v) internal operating factors.

This presentation does not imply that Fiskars has undertaken to revise these forward-looking statements, beyond what is required by applicable law or applicable stock exchange regulations if and when circumstances arise that will lead to changes compared to the date when these statements were provided.