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1 | © Landis+Gyr | Governance | February 2026 Governance Roadshow 2026 Audrey Zibelman, Chair Eric Elzvik, Vice Chair February 2026
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2 | © Landis+Gyr | Governance | February 2026 Disclaimer Forward-looking Information This presentation includes forward-looking information and statements, including statements concerning the outlook for Landis+Gyr Group AG and its affiliates, together referred to as Landis+Gyr Group, and hereinafter as “Landis+Gyr”. These statements are based on current expectations, estimates and projections about the factors that may affect Landis+Gyrʼs future performance, including global economic conditions, and the economic conditions of the regions and industries that are major markets for Landis+Gyr. These expectations, estimates and projections are generally identifiable by statements containing words such as “expects”, “believes”, “estimates”, “targets”, “plans”, “outlook” “guidance” or similar expressions. There are numerous risks, uncertainties and other factors, many of which are beyond Landis+Gyrʼs control, that could cause Landis+Gyrʼs actual results to differ materially from the forward-looking information and statements made in this presentation and which could affect Landis+Gyrʼs ability to achieve its stated targets. The important factors that could cause such differences include, among others: possible effects of pandemics, global shortage of energy or supplied components as well as increased freight rates, duties, taxes or tariffs, business risks associated with the volatile global economic environment and changing political conditions, including wars or military actions; market acceptance of new products and services; changes in governmental regulations, applicable laws or jurisprudence and currency exchange rates; estimates of future warranty claims and expenses and sufficiency of accruals; and other such factors as may be discussed from time to time in Landis+Gyr Group AG filings with the SIX Swiss Exchange. Although Landis+Gyr Group AG believes that its expectations reflected in any such forward-looking statement are based upon reasonable assumptions, it can give no assurance that those expectations will be achieved. Alternative Performance Measures This presentation may contain information regarding (a) preliminary, unaudited numbers that may be subject to change and (b) alternative performance measures such as reported EBITDA, Adjusted EBITDA, Adjusted Gross Profit, Adjusted Research and Development, Adjusted Sales, General and Administrative, and Adjusted Operating Expenses. Definitions of these measures and reconciliations between such measures and their USGAAP counterparts if not defined in the presentation may be found in the ‘Supplemental Reconciliations and Definitions’ section on pages 28 to 29 of the Landis+Gyr Half-Year Report 2025 on the website at www.landisgyr.com/investors/results-center. Due to rounding, the numbers presented may not add up to the totals provided.
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3 | © Landis+Gyr | Governance | February 2026 Landis+Gyr: Trusted Partner For Over 130 Years Leading innovation enabling the energy transition and decarbonization of the grid Over 33 million cloud-connected endpoints under contract Industry-leading Multi-Commodity AMI Solutions Provider Largest installed base 365 million devices globally and 3,500+ customers Over 9 million tons of CO2 saved by Landis+Gyr devices Frost & Sullivan Global AMI Company of the Year 2025 – for 9th consecutive year Global Reach & Local Presence with Locations in over 30 countries worldwide 180 million connected intelligent devices across the globe #1 in AMI Residential Metering in the Americas
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4 | © Landis+Gyr | Governance | February 2026 Executing on Strategic Initiatives ▪ Signed agreement to divest EMEA business to Aurelius with expected closing of the transaction in Q2 2026 ▪ Regulatory approval received from European Commission ▪ Buyback of up to USD 175 million to return net proceeds from divestment Strategic Review of EMEA ▪ Focused, high-quality, global business centered on Grid Edge intelligence solutions ▪ Substantially elevating EBITDA and cash profile with lower capital intensity ▪ Chair, CEO and CFO all based in the US Focus on Americas Business ▪ Align capital markets with operational footprint ▪ Targeting a US listing in H2 2026 while maintaining Swiss SIX listing ▪ Headquarters to remain in Switzerland and Company to remain a Swiss AG ▪ CMD on June 1 in New York Working Towards a US Listing
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5 | © Landis+Gyr | Governance | February 2026 Developments in 2025/26 Governance Remuneration Sustainability ▪ Audrey Zibelman elected as new independent Chair at 2025 AGM ▪ US-based Brett Carter and Steve Louden elected as new Directors at 2025 AGM ▪ Increase transparency: − Sarbanes–Oxley with reduced risk and improved governance & accountability − Introduced quarterly reporting vs semi-annual − New segment reporting ▪ Binding vote on Sustainability report with independent assurance at AGM ▪ Enhanced disclosures related to the performance outcome of the short-term and long-term incentive plans were implemented for FY 2024 reporting and well received. ▪ Continuous review of incentive plan design to ensure alignment with business strategy. ▪ Advancing ESG integration across strategy, governance and operations through execution of the FY2025-2027 ESG roadmaps ▪ Strengthening transparency with a GRI- & TCFD-aligned FY 2025 Sustainability Report and expanded reporting through CDP climate disclosure ▪ Recalibrating key ESG targets to remain aligned with post-divestiture operational footprint
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6 | © Landis+Gyr | Governance | February 2026 Corporate Governance
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7 | © Landis+Gyr | Governance | February 2026 Rudolf Maag 10.38% UBS Fund Mgmt 5.15% Spectrum EO 5.01% BlackRock 3.69% Dimensional Holdings 3.01% About 7,300 registered shareholders Strong Anchor Investors and Diversified Shareholder Base Sources: SIX filings, share register as of February 2026 Top Shareholders Geographical distribution 43% 27% 6% 4% 4% 3% 13% Switzerland US UK Netherlands France Norway Other ▪ One class of registered shares outstanding ▪ “One share, one vote” principle ▪ No share blocking, vote ceilings or any other form of voting restrictions 1 ▪ Conditional capital of up to 10% with a capital band ( -10% to +10%) Capital Structure 1 Standard regulations for nominees as set forth in Articles of Association apply
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8 | © Landis+Gyr | Governance | February 2026 Peter Mainz CEO 7 years with Landis+Gyr Over 30 years multinational experience o/w 20+ years in the metering industry Prasanna Venkatesan EVP Americas 19 years with Landis+Gyr Over 30 years technology and management experience Davinder Athwal CFO 1 year with Landis+Gyr Over 25 years of global financial leadership experience Group Executive Management Holger Klafs Group General Counsel 5 years with Landis+Gyr Over 25 years capital markets, regulatory and legal experience
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9 | © Landis+Gyr | Governance | February 2026 Board of Directors (I) Eric Elzvik Vice Chair, member since 2017 Independent Experience ▪ CFO of ABB Ltd. (2013 -17) ▪ Various senior positions within ABB (finance, M&A, ventures) Andy Spreiter Member since 2017 Independent Experience ▪ CFO of Forbo (2013 - 17) ▪ CFO of Landis+Gyr Group (2002 -12) Brett Carter Member since 2025 Independent Audrey Zibelman Chair, member since 2023 Independent Experience ▪ VP of X, Alphabet Moonshot Factory (2021 –22) ▪ MD/CEO of Australian Energy Market Operator (2017 –20) ▪ Chair/CEO of New York Public Services Commission (2013 – 17) ▪ Founder/CEO of Viridity Energy (2007 –13) Experience ▪ EVP, Chief Customer Officer of Xcel Energy (2018-23) ▪ SVP, Shared Services Executive of Bank of America (2015 -18) ▪ Chief Distribution Officer of Duke Energy (2005 -15) Steve Louden Member since 2025 Independent Experience ▪ CFO of Roku (2015 – 2023) ▪ VP, Treasurer of Expedia (2009 –2015) ▪ SVP, Retail Bank Finance and Strategy of Washington Mutual (2003 –2009)
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10 | © Landis+Gyr | Governance | February 2026 Board of Directors (II) 87% 13% Independence Independent Not independent 38% 62% Gender Female Male 12% 13% 25%25% 25% Age <50 51-55 56-60 61-65 >65 Nationalities Christina Stercken Member since 2017 Independent Laureen Tolson Member since 2021 Independent Experience ▪ Partner in EAC International Consulting (2006 -17) ▪ Managing Director Corporate Finance M&A of Siemens AG (2000 -2006) Experience ▪ Chief Digital Officer of Wabtec / GE Transportation (2017 -20) ▪ ABB Enterprise Software (2012-17) ▪ VP Systems Management Software at Dell (2008 -12) Fabian Rauch Member since 2024 Not independent (SEO Representative) Experience ▪ Managing Partner of SEO (since 2022) ▪ ENA Investment Capital (2018 –21) ▪ Vice President at Cevian Capital (2010 –17); ▪ Oliver Wyman (2009 –10)
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11 | © Landis+Gyr | Governance | February 2026 Board of Directors Governance (I/II) Audit, Finance & Risk Committee ▪ Oversight of financial reporting ▪ Assessment of the adequacy of the Group’s systems, policies, and controls regarding financial and non-financial risks ▪ Compliance with legal and regulatory obligations, insurance and related matters ▪ Evaluates the work of the internal control functions (e.g. Audit and Compliance) and of the external auditors Comprising fully independent board members Remuneration Committee ▪ Establishes and reviews the remuneration systems in alignment with business strategy and market practice ▪ Ensures executives and employees are paid in a way that incentivizes and rewards performance and innovation and that attracts and retains talent ▪ Prepares proposals to the Board and the shareholders’ meeting regarding remuneration ▪ Sets remuneration related targets for the Executive Management Majority of members independent Nomination, Governance & Sustainability Committee ▪ Establishes and maintains a process for approving new Board members, the CEO, and the other Group Executives (GEM) ▪ Oversees the succession planning regarding all members of the Board and the GEM ▪ Supports the Board and its Committees in their self-assessment as well as in their assessment of the GEM ▪ Responsible for Corporate Governance matters and practices ▪ Responsible for sustainability and certain ESG matters incl. the Sustainability Report Comprising fully independent board members
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12 | © Landis+Gyr | Governance | February 2026 Board of Directors Governance (II/II) Limitation of Board mandates ▪ Up to 10 mandates in legal entities (whereof up to 4 (Chair 3) mandates may be in publicly traded companies ▪ Up to 10 mandates in associations, charity foundations and employee assistance foundations Board review ▪ Board conducts an annual self-assessment based on a comprehensive and anonymous questionnaire; ▪ Regular review of skills/traits of Directors Attendance / decision making process ▪ Board and Committees meet minimum every two months; hold telephone conferences on an as needed basis ▪ Meeting attendance in both FY 2023 and FY 2024 was 100% ▪ Annual two-day strategy session ▪ Introduction program, regular training sessions and site visits for new Board members Gender diversity ▪ Gender diversity actively considered in succession planning ▪ Target of at least 30% female directorship
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13 | © Landis+Gyr | Governance | February 2026 Audit, Finance & Risk Committee Remuneration Committee Nomination, Governance & Sustainability Committee Audrey Zibelman, Chair Member Eric Elzvik, Vice Chair Member Chair Brett Carter Member Steve Louden Member Fabian Rauch Member Andreas Spreiter Chair Christina Stercken Member Member Laureen Tolson Chair Overview Board Committees
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14 | © Landis+Gyr | Governance | February 2026 Remuneration
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15 | © Landis+Gyr | Governance | February 2026 Board of Directors Remuneration System: Aligned with Shareholder Value ▪ The remuneration of the Board of Directors is fixed and does not contain any performance -based variable component. This provides for the Board of Directors’ independence in fulfilling its supervisory duties . ▪ Except for the Chair of the Board, who receives a fixed annual base fee covering all activities, Directors are also entitled to committee membership fees . ▪ The amounts of the base fee and committee membership fee reflect the responsibility and time requirement inherent to the function and are paid 65% in cash and 35% in Landis+Gyr’s shares, which are blocked for sale for a period of three years following their grant. Cash 65% Blocked shares 35% Blocking period 3 years Base Fees and Committee Fees Pay mix
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16 | © Landis+Gyr | Governance | February 2026 Group Executive Management Remuneration System: Driven by Performance Shareholding guidelines 300% base salary for CEO 200% base salary for other GEM members ▪ Guidance on share retention to build up within 5 years and hold as long as in office Base salary Short-term incentive 0-200% of target amount ▪ Annual cash incentive ▪ 80% measured against Group or, if relevant, regional financial performance ▪ 20% measured against targets aligned with ESG strategy ▪ Payout capped at 200% of target incentive amount Year 1 Year 2 Year 3 ▪ Fixed compensation reflecting the scope and responsibilities of the role, qualifications and experience required to perform the role and market value of the role in the location in which the Company competes for talent, skills and expertise. ▪ Defined considering local market practice as well as legal requirements and covering pension benefits, fringe benefits, etc.Benefits Long-term incentive 0-200% of number of granted PSUs ▪ Performance Share Units (PSUs) ▪ Settled in Landis+Gyr shares subject to performance achievement (relative TSR and EPS) ▪ Settlement in shares capped at 200% of number of granted PSUs 3-year performance-based award Clawback Policy ▪ Allows for partial or full recovery of performance-based cash or equity paid or vested to members of the GEM during the previous three financial years, in the event of material restatement of accounts, fraud, gross negligence or wilful misconduct, any serious breach of Landis+Gyr's code of business ethics and conduct or in the event of actions that cause serious reputational harm to the Company.
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17 | © Landis+Gyr | Governance | February 2026 Group Executive Management Remuneration System: Details on Short-Term Incentive Plan Purpose: ▪ Annual cash incentive plan with financial performance targets, focusing on Landis+Gyr’s one-year operational and financial performance (80%), and non-financial performance targets (20%), aligned with Landis+Gyr’s ESG strategy ▪ Designed to motivate participants to deliver effective performance and increased contribution to the Company’s success ▪ Performance targets are recommended by the RemCo and set by the Board of Directors at the beginning of each financial year and correlate with the mid-term plan and long -term strategy and are aligned with business priorities, with the aim of achieving sustainable profitabili ty and growth in alignment with shareholder’s interests. Design: Individual target short- term incentive Non-financial payout factor (0-200%) Individual actual short- term incentive Performance achievement determines payout as % of individual target incentive amount For the financial performance targets threshold performance levels apply, at which payout is 25% of target incentive (and 0% below threshold), and maximum performance levels, at which payout is capped at 200% of target incentive. For the ESG targets threshold performance levels apply, at or below which payout is 0% of target incentive and maximum performance levels, at which payout is capped at 200% of target incentive. Linear interpolation applies between threshold, target and maximum performance. Financial Performance Targets Weight Net sales 30% of 80%Adjusted EBITDA 40% Operating Cash Flow less taxes paid 30% GEM function Group Results Region Results CEO, CFO, GGC 100% - Region EVP - 100% 20% 80% Financial payout factor (0-200%) Non-financial Performance Targets Weight Global ESG targets (Aligned with ESG strategy) 20%
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18 | © Landis+Gyr | Governance | February 2026 Non-financial Performance Targets in the Short-term Incentive Plan ▪ 20% of the short-term incentive plan is measured against quantitative ESG-related performance targets. ▪ The targets are derived directly from Landis+Gyr's material ESG topics, thereby creating a direct link between our ESG strategy and our incentive system. ▪ Targets relate to topics such as energy efficiency and climate protection, resource efficiency, strategic responsible sourcing, employee engagement and security & data privacy ▪ For each target quantifiable threshold, target and stretch performance levels are defined against which performance is measured and payout calculated. ▪ ESG targets in the short-term incentive plan are reviewed each year, to ensure good representation of our material ESG topics and alignment with our ESG ambitions and roadmap. ▪ The performance levels for threshold, target and stretch are set each year at a level that ensures continued progress for the respective topic.
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19 | © Landis+Gyr | Governance | February 2026 Group Executive Management Remuneration System: Details on Long-term Incentive Plan Purpose: ▪ To support long -term value creation for the Company by providing the members of the GEM and other eligible key managers with a possibility to participate in the future long -term success and prosperity of Landis+Gyr , and ▪ To further align the long -term interests of the management with those of the shareholders. Design: Company shares in % of granted PSUs Individual LTIP award in PSUs 200% 0% 50% driven by relative TSR performance1 50% driven by fully diluted net income EPS2 Grant Vesting 3-year performance period covering 3 financial years Company shares in % of granted PSUs 200% 0% For each KPI (TSR and EPS) threshold performance levels, at or below which vesting is 0% of granted PSUs, and maximum performance levels, at which vesting is capped at 200% of granted PSUs, apply. Linear interpolation applies between threshold, target and maximum performance levels. The vesting curves for both KPIs support symmetrical performance and payout situations below and above the target and allow for a realistic performance-related chance to realize vesting. 1 TSR is measured relative to a custom peer group of 23 Swiss and international companies; performance is assessed as a percentile rank compared to the peer companies. 2 EPS target will not be disclosed on a prospective basis as it represents commercially sensitive information; information on achieved performance will be disclosed at the end of the respective performance period
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20 | © Landis+Gyr | Governance | February 2026 Sustainability
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21 | © Landis+Gyr | Governance | February 2026 Driving Sustainable Value Creation Our Sustainability Commitments Transparent ESG reporting based on global standards Demonstrated strength in sustainability ratings ESG-Driven Market Growth • Global decarbonization and grid modernization policies driving AMI demand • ESG leadership strengthens competitive positioning in utility procurement • Landis+Gyr solutions support utilities climate goals 9.0 million tons CO2 Direct CO2 emissions avoided through installed Smart Metering base in FY 2024 ESG Governance & Accountability BoD-level Oversight: Regular ESG reporting to Board committees ensuring oversight Transparent Disclosures: Externally assured Sustainability Report; binding AGM vote Incentivizing ESG Performance: ESG performance linked to 20% of employee short-term incentives
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22 | © Landis+Gyr | Governance | February 2026 ESG Program Products + Solutions Climate & Environment People & Well-being Business Ecosystem Commitment We empower our customers by delivering innovative products and solutions that support resource efficiency, improve grid flexibility and drive decarbonization We protect the climate and the environment, and mitigate negative impacts across our operations, value chain and products. We use resources efficiently and responsibly We foster employee engagement, prioritize employee health and safety, and uphold fair labor practices. As engaged community partners, we actively support local development We conduct our business with integrity, adhering to the highest ethical standards of honesty, fairness and respect for everyone’s rights. We strive to cultivate trust and respect within our business ecosystem Priorities • Deliver solutions that empower customers • Increase share of products in Eco-Portfolio • Attain carbon neutrality in our operations by 2030 • Achieve SBTi targets • Minimize the environmental impact of our operations • Ensure health & safety of employees • Promote a diverse, inclusive and empowering work culture • Respect human rights throughout the value chain • Support local communities • Promote ethical and responsible business conduct • Foster a sustainable supply chain • Ensure robust security systems • Ensure tax transparency Material Topics • Product Social Impact • Resource Efficiency • Energy Efficiency & Climate Protection ▪ Water ▪ Biodiversity • Occupational Health & Safety • Fair Labor Practices • Employee Engagement • Community Engagement • Business Integrity • Strategic Responsible Sourcing • Security & Data Privacy Sustainable Development Goals (SDGs)
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23 | © Landis+Gyr | Governance | February 2026 Performance at a Glance * Targets defined in FY 2022.
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24 | © Landis+Gyr | Governance | February 2026 Appendix
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25 | © Landis+Gyr | Governance | February 2026 Benefits of Sarbanes Oxley ▪ Enhanced Transparency & Reliability: − Strengthens accuracy and reliability of financial reporting through robust ICFR (Internal Control over Financial Reporting) − Reduces risk of financial restatements and surprises − Builds investor confidence in quarterly and annual disclosures ▪ Improved Governance & Accountability − Formalizes management’s accountability for financial reporting − Ensures clear role definitions, documented controls, and disciplined oversight − Promotes a culture of ethical behavior and compliance throughout the organization ▪ Reduced Risk of Fraud & Misstatement − Mitigates operational, financial, and compliance risks through systematic control testing − Strengthens detection and prevention of fraud across all business units − Enhances auditability and traceability of key transactions ▪ Higher Market Credibility ahead of US listing − Aligns the Company with U.S. regulatory standards expected by NASDAQ / NYSE investors − Improves comparability with U.S. peers that are already SOX compliant − Signals maturity, governance strength, and IPO readiness to the market
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26 | © Landis+Gyr | Governance | February 2026 Board Skill Matrix* * The Board Skills Matrix is currently in draft form and has not yet been approved by the Board. Final approval will be sought a s part of the year-end review process.
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27 | © Landis+Gyr | Governance | February 2026 Landis+Gyr Remuneration Framework Group Executive Management (GEM) remuneration system driven by performance Board of Directors remuneration system aligned with shareholder value Comprehensive remuneration governance with the Board of Directors’ direct oversight of the remuneration policy at Landis+Gyr GEM Remuneration balances short-term and long-term performance drivers Remuneration strategy based on the principles of performance, shareholder value, talent management and market orientation Highlights