Slides
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GEA GROUP AG Roadshow presentation Düsseldorf , August 2026 GEA
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Disclaimer Roadshow Presentation 2 This presentation contains forward-looking statements. Forward-looking statements may include, in particular, statements about future events, future financial performance, plans, strategies, expectations, prospects, competitive environment, regulation and supply and demand. Statements with respect to the future are characterized by the use of words such as "expect", "intend", "plan", "anticipate", "believe", "estimate" and similar terms. Forward-looking statements are based on our current assumptions and forecasts. These statements naturally entail risks and uncertainties, which may cause the actual results of operations, financial position or performance to diverge materially from the estimates given here. Factors that could cause such a divergence include, inter alia, changes in the economic and business environment, fluctuations in exchange rates and interest rates, launches of competing products, poor acceptance of new products or services, and changes in business strategy. Given these uncertainties, readers should not put undue reliance on any forward- looking statements. We undertake no obligation to update or revise any forward-looking statements. Due to rounding, the sum of percentages of order intake and sales by region as well as by customer industry may vary from 100%.
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3 5,92418,628 5,495 907 16.5 EUR million Order intake full-time equivalents Employees EUR million Revenue EUR million EBITDA before restructuring expenses percentage of revenue EBITDA before restructuring expenses FY 2025 GEA Group at a glance Roadshow Presentation
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GEA Group – a compelling investment Roadshow Presentation 4 Strong and sustainable business model and markets Sustainability leader Compelling plan for accelerating profitable growth Attractive shareholder return Strong cash generation 1 2 3 4 5
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GEA Group – part of everyday life Roadshow Presentation 5 Every 4th package of spaghetti is processed with GEA technology BeverageFood Pharma Every 3rd chicken nugget is produced using GEA technology Every 3rd process line for instant coffee was installed by GEA Every 2nd liter of beer is brewed with the aid of systems and process solutions from GEA Every 4th liter of human blood for making plasma-derived products is processed using GEA equipment Every 2nd tablet to treat cancer is made on GEA equipment One quarter of processed milk comes from GEA production systems Every 5th cookie is produced using GEA equipment Every 2nd pharma separator is made by GEA 1 Strong and sustainable business model and markets
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Nutrition Plant Engineering Pharma & Food Applications Farm TechnologiesPure Flow Processing GEA Group – leading market positions across all divisions 1 Market Position | 2 Before restructuring expenses l Figures based on 2025 numbers before consolidation Roadshow Presentation 6 #1-3 1 Sales (in %) EBITDA2 (in %) Sales (in %) EBITDA2 (in %) Sales (in %) EBITDA2 (in %) Sales (in %) EBITDA2 (in %) Service New Machine Service New Machine Service New Machine Service New Machine 46% 54% 31% 69% 36% 64% 51% 49% #1-3 1 #2-4 1 #1-2 1 €1,953m €522m €1,955m €222m €1,058m €141m €763m €113m 1 Strong and sustainable business model and markets 34 34 19 14 52 22 14 11 34 34 19 14 52 22 14 11 34 34 19 14 52 22 14 11 34 34 19 14 52 22 14 11 EBITDA margin2 26.7% EBITDA margin2 11.4% EBITDA margin2 13.3% EBITDA margin2 14.8%
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GEA Group – diversification as key to success Roadshow Presentation 3.4% 5.2% 1.9% 4.4% Food & Beverages Pharmaceuticals (Standard Deviation 2004-2024 in %)(CAGR 2004-2024 in %) ~70% of GEA sales ~7% of GEA sales Industry volatility1Production growth1 Cumulative revenue share Customers ~2% ~11% ~26% ~33% ~39% ~44% 0% 20% 40% 60% 80% 100% Top 1 Top 10 Top 50 Top 100 Top 150 Top 200 GEA Typical industrial company 7 Balanced regional profile GEA has a highly diversified customer base 21% 20% 19% 17% 16% 7% Strong and sustainable business model and markets 2025 Sales 1 Source: Oxford Economics per 02/2026; Global production real value-added output in USD (expressed in constant prices) GEA’s key customer industries are very stable, reliable and growing Germany 9% China 13% 1 APAC North America DACH & Eastern Europe Western Europe & MEA North & Central Europe Latin America
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GEA Group – a compelling investment Roadshow Presentation 8 Strong and sustainable business model and markets Sustainability leader Compelling plan for accelerating profitable growth Attractive shareholder return Strong cash generation 1 2 3 4 5
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GEA – leader in Sustainability 9 Comprehensive ESG strategy with a clear pathway to Net Zero by 2040 Net Zero target by 2040 validated by SBTi First company in the DAX index family with Say on Climate vote 98.4% shareholder approval for our Climate Transition Plan 2040 at the AGM in 2024 External recognition of Sustainability leadership Top rankings from renowned rating agencies; member of the Dow Jones Best-in-Class World Index Sustainability criteria for our suppliers already introduced in 2022 A-suppliers1 must comply with ambitious sustainability criteria by 2030 Top management incentivized on ESG targets Executive Board LTI includes scope 1-3 reduction; top 150 managers rewarded on Add Better sales 1~80% annual purchasing volume Roadshow Presentation
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Processes of our customers are highly energy consuming 10 With our R&D activities we aim to provide our customers with sustainable solutions to future-proof their business Transformation of GEA’s product portfolio Roadshow Presentation Creating more resource-efficient solutions Exit from fossil fuels Securing internal capabilities Provision and expansion of resource-efficient products Full integration of sustainability into the product development process Electrification of the existing product portfolio Digital solutions for energy efficiency Promotion of cross-cutting innovations Employee training on sustainability topics Use of alternative fuels Heat and energy recovery solutions
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1111Roadshow Presentation Measurable impact: GEA solutions driving decarbonization Heineken, UK: Heat pump solution supporting net zero ambition across its production sites by 2030 GEA supplies Heineken’s Manchester site with heat pump solutions powered by electricity and supports its net zero ambition across its production sites by 2030 (Scope 1 and 2), saving CO2 emissions of ~5,432t per year. Arla Foods, Denmark: AddCool® heat pumps cutting CO₂ emissions by 59% The integration of GEA’s AddCool® high-temperature heat pump system into a spray dryer at Arla’s milk powder factory reduced natural gas use by 59%, supporting Arla’s commitment to reducing scope 1 and 2 emissions by 63% by 2030. System performance is continuously monitored through GEA’s InsightPartner® solution. Nestlé, Netherlands: 75% less energy due to heat recovery At Nestlé‘ milk powder facility, GEA heat pump solutions reduce the steam requirement for infant formula by 75%, while also supplying hot water for spray dryers and cold water for air conditioning. This saves energy, significantly reduces CO₂ emissions, and supports Nestlé on its path to net-zero by 2050. Learn more Learn more Learn more Learn more Learn more Learn more Sustainability pioneer – Customer examples 2
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Roadshow Presentation 12 1 The basis for calculating the share of sustainable solutions sales is the aggregation of sales from the Add Better portfolio, solutions that are classified as sustainable in accordance with the regulatory requirements of the European Union, which include New Food, and our so-called Scope 4 products 45.7% >60%2025 2030 Thereof 42.3% EU taxonomy aligned Our commitment at GEA is to increase the share of sustainable solutions1
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Roadshow Presentation 13 GEA named Germany’s most sustainable company GEA ranks in Germany NO. 1 globally NO. 17 TIME and Statista evaluated over 5,000 companies globally and have named 750 companies doing best for the Earth. Source: World's Most Sustainable Companies of 2026
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GEA Group – a compelling investment Roadshow Presentation 14 Strong and sustainable business model and markets Sustainability leader Compelling plan for accelerating profitable growth Attractive shareholder return Strong cash generation 1 2 3 4 5
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Mission 30: Our plan for enduring success 15Roadshow Presentation Sustainability Digitalization AI Innovation Growth. Future-ready portfolio in key geographies Value. Optimized cost structures and efficient processes >5% Organic sales CAGR 17-19% EBITDA margin >45% ROCE Impact. Resilient communities Thriving employees Responsible innovation 3 Compelling plan for accelerating profitable growth
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Mission 30: GROWTH. Our targets Roadshow Presentation 16 1 Currency and portfolio adjusted | 2 The basis for calculating the share of sustainable solutions sales is the aggregation of sales from the Add Better portfolio, solutions that are classified as sustainable in accordance with the regulatory requirements of the European Union, which include New Food, and our so-called Scope 4 products I 3 AMS = Automated Milking Systems; NEXUS = engineering solution designed to minimize energy use and carbon footprint in food, dairy and beverage industries Share of sustainable solutions sales2 >60% ▪ 45.7% in 2025 (2024: 41.6%) ▪ 42.3% EU taxonomy-aligned sales ▪ >9% Add Better sales Service sales increase to ~€2.9bn ▪ €2.2bn in 2025 (2024: €2.1 bn) ▪ 6.8% organic growth Order Intake from New Food to exceed €400m in 2030 ▪ ~€70m in 2025 (2024: <€40m) ▪ Application & Technology Center opened in the US in 2025 Clear plan for above average growing verticals ▪ >30% order intake growth in 2025 ▪ AMS & NEXUS3 strongest growth contributors GEA Digital sales to grow to >€200m ▪ ~€80m in 2025 (2024: >€70m) ▪ 11,000 connected machines (>35,000 in 2030) Vitality index to reach 30% ▪ 19.2% in 2025 (2024: 16.4%) ▪ Included with 20% weight in Executive Board LTI 2024 & 2025 3 Compelling plan for accelerating profitable growth
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… and VALUE. 1 Before restructuring expenses until 2026 17 Increase of digital solutions & launch of new products as well as operating leverage Growing Service business (CAGR >6%) will contribute to further volume & margin expansion COGS program with substantial impact until 2030E with ~€120m EBITDA contribution Reduction of G&A ratio will lead to an EBITDA improvement of ~€100m in 2030E Higher costs due to regulation & inflation as well as investments in sustainability & innovation20241 GROWTH. OTHER 2030E 17-19% VALUE. ~3.5% ~1.5% ~1.5% ~3.5% 15.4% COGS Savings G&A Savings Volume & Margin EBITDA margin increase of ~3pp GROWTH. VALUE. OTHER Roadshow Presentation 3 Compelling plan for accelerating profitable growth
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COGS Program to deliver substantial impact 18 Production Engineering & Procurement Production Optimization NextGen Production Direct Procurement Excellence Functional areas Core Programs Workforce Productivity Value Engineering Engineering Efficiency Project Excellence Supply Chain Supply Chain Cost Optimization ~€120m net EBITDA contribution by 2030E Roadshow Presentation 3 Compelling plan for accelerating profitable growth
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G&A ratio 2023 Transform360 Simplification Growth leverage through Automation & Digitalization Regulatory & strategic items G&A ratio 2030E Roadshow Presentation 19 Mission 30: < 10.0% 11.4% G&A improvement potential: ~€100m ~1.5pp G&A improvements will significantly contribute to profitability 3 Compelling plan for accelerating profitable growth
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GEA Group – a compelling investment Roadshow Presentation 20 Strong and sustainable business model and markets Sustainability leader Compelling plan for accelerating profitable growth Attractive shareholder return Strong cash generation 1 2 3 4 5
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Efficient and value-generating capex investment 21 Capex/Sales ratio (%) Target range for 2030E 1% 2% 3% 4% 5% 6% 2.8% 2019 2.1% 2020 2.8% 2021 3.9% 2022 4.2% 2023 4.4% 2024 2030E Capex (€m) 137 98 130 204 228 237 2.5 – 3.0% Continuous reduction from 2025 onwards Pharmaceutical technology center in Elsdorf, Germany Factory of the Future in Koszalin, Poland Homogenizer site in Parma, Italy More efficient capex policy due to status of asset portfolio quality Roadshow Presentation 4 Strong cash generation 4.6% 255 2025 ~240 2026
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NWC will continue to improve and contribute to … 22 NWC/Sales ratio (%) Active Net Working Capital management ▪ Significant improvement of all Net Working Capital elements since 2019 ▪ Since the end of 2021, ongoing management of headwinds due to global supply chain disruptions and required safety stocks ▪ Consistently delivered on NWC targets over the last years ▪ Significant progress in inventory reduction in 2024 and 2025 0 2 4 6 8 10 12 14 16 18 2019 2020 2021 2022 2023 2024 2030E 17.2 14.0 6.6 3.2 Spot per year-end L4Q per year-end Guided corridor 7.0 – 9.08.0 – 10.0 NEW target range Roadshow Presentation 4 Strong cash generation 2025
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296 337 505 512 2022 2023 2024 2025 2026 2027 2028 2029 2030 47% 50% 64% 59% … a significant impacton Free Cash Flow 23Roadshow Presentation 1 Cash conversion rate (CCR) is defined as FCF of the last 4 quarters divided by EBITDA of the last 4 quarters. Until 2026 the CCR is adjusted for restructuring 4 Strong cash generation Target cash conversion rate in 2030E >60% Free Cash Flow (2024-2030E): >€4bn Cash conversion rate1
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Disciplined capital allocation supporting GROWTH. and VALUE. 24 Commitment to investment grade rating CAPEX Dividends M&A Share buyback ▪ Efficient and value-generating capital expenditure ▪ Support GROWTH. ▪ Attractive dividend payouts ▪ VALUE. for shareholders: will benefit from rising earnings ▪ ~€2bn firepower for external GROWTH. ▪ Strengthening portfolio in Food, Beverage, Pharma ▪ VALUE. for shareholders: €700m in share buybacks until early 2025 ▪ New €500m share buyback until end of 2027 Roadshow Presentation 4 Strong cash generation
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GEA Group – a compelling investment Roadshow Presentation 25 Strong and sustainable business model and markets Sustainability leader Compelling plan for accelerating profitable growth Attractive shareholder return Strong cash generation 1 2 3 4 5
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Our shareholders participate in our success 26 Cash-out share buybacks (€m) Dividend per share (€) 0.85 0.90 0.95 1.00 2018 2019 2020 2021 2022 2023 2024 2025 2030E 1.15 1.30 94 206 53 230 120 2021 2022 2023 2024 2025 2026E 2027E Updated dividend policy ▪ Distribute approx. 50% of net profit (as reported) ▪ Dividend expected to increase YoY to reflect higher profitability Net profit payout ratio: 45% 37% 39% 0.850.85 ▪ Executed share buybacks of €700m and cancelled all treasury shares ▪ Initiated new share buyback of €500m View on share buybacks €300m buyback €400m buyback 1 Prior years have been calculated with a net profit payout ratio before restructuring expenses Roadshow Presentation 5 Attractive shareholder return 44% 51%1 €500m buyback
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Total shareholder return since 2019 GEA‘s share price performance is calculated on a total return basis incl. dividends to ensure comparability with the according indices l Timeline for total shareholder return starting January 2019 until 7th August 2026 Roadshow Presentation 27 STOXX TMI +119.5% DAX +141.1% DAX 50 ESG +136.3% GEA +250.6% 5 Attractive shareholder return -50% 0% 50% 100% 150% 200% 250% 300% Dec 18 Dec 19 Dec 20 Dec 21 Dec 22 Dec 23 Dec 24 Dec 25
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Q2 2026 Results
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217 232 261 206 251 Q2 25 Q3 25 Q4 25 Q1 26 Q2 26 EBITDA1, €m GEA Group Q2 26: Significant top-line growth & another meaningful YoY EBITDA1 margin increase 1 Before restructuring expenses I 2 Operating costs defined as difference between gross profit1 and EBITDA1 29 Organic order intake 15.4% YoY − Organic order intake growth in all divisions except for PFA − Growth mainly in customer industries Dairy Processing, Dairy Farming, Food, and other industries − €13m negative FX translation effect (-1.0%) Organic sales 11.0% YoY − Organic new machine sales up by 11.6% YoY − Organic service sales growth of 10.2% YoY − Service sales share down by 0.5%p to 39.6% − €9m negative FX translation effect (-0.7%) EBITDA1 margin to 17.4% (Q2 25: 16.5%) − Gross profit1 increased due to volume and gross margin improvement − Operating costs2 increased YoY Roadshow Presentation 17.4%16.5% 1,309 1,372 1,828 1,454 1,495 Order Intake, €m 1,312 1,366 1,559 1,273 1,442 Sales, €m 2,724 2,949 2,570 2,716 415 456 H1 25 H1 26 16.8%16.1% 10.7% % Organic change 8.2% 8.3% 66 bps 5.7%
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Strong EBITDA1 performance in H1 and Q2 2026 1 Before restructuring expenses Roadshow Presentation 30 Positive contribution by all divisions in both time periods Q2 26 EBITDA1 growth contribution by divisions in €m 1 1 H1 26 EBITDA1 growth contribution by divisions in €m 1 1 16 13 16 EBITDA H1 25 PFP 2 NPE PFA FT -6 Other / Cons. EBITDA H1 26 415 456 13 11 11 3 EBITDA Q2 25 PFP NPE PFA FT -4 Other / Cons. EBITDA Q2 26 217 251
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Net Working Capital performance NWC/sales ratio favorably at the bottom of the guided corridor Roadshow Presentation 31 422 396 92 58 106 NWC Q2 25 Inventories Trade receivables -130 Trade payables Contract assets -155 Contract liabilities 2 Anticipated contract losses NWC Q2 26 386 422 466 175 383 396 7.1% 7.8% 8.6% 3.2% 7.0% 7.0% 7.8% 7.5% 7.4% 6.6% 6.6% 6.3% -10% -5% 0% 5% 10% 15% 20% 0 €m 100 €m 200 €m 300 €m 400 €m 500 €m 600 €m 700 €m 800 €m 900 €m 1,000 €m Q1 25 Q2 25 Q3 25 Q4 25 Q1 26 Q2 26 NWC as of end of quarter (in €m) NWC as of end of quarter in percentage of sales (L4Q) NWC (L4Q) in percentage of sales (L4Q) Guided corridor 7% 9% ▪ YoY NWC reduction due to a combination of higher contract liabilities (advance payments) and higher trade payables ▪ NWC ratio with 7.0% at the lower end of the guided corridor of 7.0 – 9.0% (in €m)
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Outstanding cash generation 1 Including lease liabilities of €261m at the end of Q2 2026 and €251m at the end of Q1 2026 Roadshow Presentation 32 FCF ▪ NWC -€12m: outflow mainly driven by higher inventories ▪ Others -€26m: mainly related to VAT ▪ Positive FCF of €151m Free Cash Flow Q2 26, €m 251 185 151 131 EBITDA before Restructuring -12 Delta NWC -21 Taxes -7 Cash-out Restructuring -26 Others Operating Cash flow -39 Capex 5 Others Free Cash Flow -14 Lease payments -7 Interests paid Net Cash Flow 162 71 131 Net Cash at the end of Q1 26 Net Cash Flow -212 Dividend -10 Lease Liabilities -1 Others Net Cash at the end of Q2 26 Net Cash at the end of Q2 26 vs. at the end of Q1 26, €m 1 Net Cash ▪ Strong cash generation ▪ Still net cash despite dividend payment 1
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Raised guidance for FY 2026 Roadshow Presentation 33 Organic sales growth (currency and portfolio adjusted) % YoY 6.0-8.0 (FY 2025: 3.7%) EBITDA margin (Before restructuring expenses) % 17.0-17.4 (prior 16.6-17.2) (FY 2025: 16.5%) ROCE1 (Before restructuring expenses) % 36.0-40.0 (prior 34.0-38.0) (FY 2025: 36.2%) For divisional guidance, please refer to slide 36 in the appendix I 1 Capital Employed as average of the last 4 quarters. (prior 5.0-7.0)
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GEA.com
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2019 2020 2021 2022 2023 2024 2025 Average annual organic growth delivered in all time periods 1 Currency and portfolio adjusted Roadshow Presentation 35 Organic order intake growth1 Organic sales growth1 2019 2020 2021 2022 2023 2024 2025 4.8% 5.7% 7.2% 5.5% 3.8% 4.4% 5.8% 6.2% -0.6% -2.2% 14.0% 7.6% 0.8% 4.6% 9.1% 2019 2020 2021 2022 2023 2024 2025 0.1% -2.6% 4.3% 8.9% 8.4% 3.7% 3.7% 2019 2020 2021 2022 2023 2024 2025 % Average annual organic growth
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Divisional guidance FY 2026 raised 36 1 Adjusted for portfolio and currency translation effects I 2 Capital Employed as average of the last 4 quarters I 3 Due to negative capital employed ROCE in 2025 and 2026 is not meaningful I 4 In percentage of total revenue Revenue development (organic1) Forecast for 2026 2025 Pure Flow Processing +4.5% to +7.0% €1,953m Nutrition Plant Engineering +7.0% to +9.0% €1,955m Pharma & Food Applications +6.0% to +8.0% €1,058m Farm Technologies +8.0% to +10.0% €763m Consolidation - -€234m EBITDA margin before restructuring Forecast for 2026 2025 Pure Flow Processing 27.0% to 28.5% 26.7% Nutrition Plant Engineering 11.5% to 13.0% 11.4% Pharma & Food Applications 14.0% to 15.5% 13.3% Farm Technologies 15.0% to 16.5% 14.8% Others / Consolidation4 -1.5% -1.7% ROCE2 (3rd Party) Forecast for 2026 2025 Pure Flow Processing 37.0% to 43.0% 40.5% Nutrition Plant Engineering3 - - Pharma & Food Applications 24.0% to 28.0% 19.3% Farm Technologies 31.0% to 36.0% 28.9% Roadshow Presentation
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Additional financial information for FY 2026 37 1 Before restructuring expenses I 2 Estimation does not include a potential additional change of valuation allowances on deferred tax assets on tax loss carryforwards based on new business prognosis by the end of the fiscal year. Financial result around -€30m Tax rate between 28-30%2 Capex around €240m Depreciation & Amortization (incl. PPA, IFRS 16)1 around €230m thereof impact from PPA around €10m R&D (as % of sales) around 3% Roadshow Presentation
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Balance sheet Roadshow Presentation 38 Assets (EUR million) 06/30/2026 12/31/2025 Δ abs. Property, plant and equipment 1,012 998 14 Goodwill 1,498 1,480 18 Other intangible assets 471 454 17 Other non-current financial assets 47 34 14 Other non-current assets 8 7 1 Deferred taxes 317 329 (13) Non-current assets 3,353 3,303 51 Inventories 919 771 148 Contract assets 420 357 63 Trade receivables 784 792 (7) Income tax receivables 61 59 3 Other current financial assets 46 39 8 Other current assets 159 135 24 Cash and cash equivalents 333 626 (293) Assets held for sale 2 7 (5) Current assets 2,725 2,785 (60) Total assets 6,078 6,088 (10) Equity and liabilities (EUR million) 06/30/2026 12/31/2025 Δ abs. Equity 2,503 2,453 50 Non-current provisions 147 144 3 Non-current employee benefit obligations 558 569 (11) Other non-current financial liabilities 204 191 13 Non-current contract liabilities 2 0 2 Other non-current liablities 2 2 (0) Deferred taxes 98 97 1 Non-current liabilities 1,013 1,003 9 Current provisions 254 268 (14) Current employee benefit obligations 235 304 (69) Other current financial liabilities 123 126 (2) Trade payables 850 894 (44) Current contract liabilities 875 850 24 Income tax liabilities 112 87 25 Other current liabilities 114 103 12 Liabilities held for sale - - - Current liabilities 2,562 2,631 (69) Total equity and liabilities 6,078 6,088 (10)
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We aim to grow much faster than 5% for specific verticals (1/2) Roadshow Presentation 39 VerticalDivision Technology GEA CAGR (%)1;2 GEA Sales in 2030E (€m)2 Focus Regions New FoodLPT, SFT, FHT Various 30% <50 50-150 >150 Biotech - Liquid PharmaSFT Separators, V&P, Homogenizers 7-10% <50 50-150 >150 Pharma - Continuous TabletingFHT Tablet Compression 15-20% <50 50-150 >150 Dairy, Food & BeveragesLPT Aseptic Process Technologies 5-7% <50 50-150 >150 Dairy FarmingFT Automated Milking 5-7% <50 50-150 >150 Hard-to-Abate Industries3LPT Carbon Capture 20-30% <50 50-150 >150 Food & Beverage (NEXUS)HRT, LPT Heat Pumps 15-20% LAMEurope NAM APAC <50 50-150 >150 1 Expected CAGR for 2024E-2030E | 2 New machine only Focus market for growth 3 Cement, Iron & Steel, Glass, Chemicals, Bioenergy, Waste Management and other “Hard to Abate" Industries
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District HeatingHRT Heat Pumps 40-45% <50 50-150 >150 We aim to grow much faster than 5% for specific verticals (2/2) 1 Expected CAGR for 2024E-2030E | 2 New machine only Focus market for growth Roadshow Presentation 40 VerticalDivision Technology GEA CAGR (%)1;2 CakesFHT Bakery 7-9% <50 50-150 >150 Dairy FarmingFT Software 20-25% <50 50-150 >150 Dairy FarmingFT Automated Feeding 15-20% <50 50-150 >150 Fresh Pasta FHT Microwave Pasteurization 15-20% <50 50-150 >150 Fish and SeafoodFHT Processing 7-9% <50 50-150 >150 EnvironmentalSFT Decanters 5-10% LAMEurope NAM APAC <50 50-150 >150 GEA Sales in 2030E (€m)2 Focus Regions
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Mission 30 targets NEW divisions 41 Organic sales CAGR 2025-2030E EBITDA margin target 2030E GEA Group No change >5.0% 17.0%-19.0% Pure Flow Processing Former Separation & Flow Technologies + Business Unit Components from Heating & Refrigerations Technologies 4.5% - 5.5% 25.5%-27.5% Nutrition Plant Engineering Former Liquid & Powder Technologies + Business Unit Solutions from Heating & Refrigerations Technologies 4.5% - 5.5% 12.5% - 14.5% Pharma & Food Applications Former Food & Healthcare Technologies; No change in numbers 6.0% - 7.0% 15.0% - 17.0% Farm Technologies No change 4.0% - 5.0% 16.0% - 18.0% Roadshow Presentation
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Strong contribution for VALUE. investment opportunities Improved financial profile recognized by rating agencies – significant firepower for M&A Roadshow Presentation 42 Moody’s 2021 2023 2025 stable positive 2020 2022 2024 stable Baa2 Baa1 1.3 1.3 2.9 2020 2.2 2021 1.5 2022 2023 2024 Moody´s definition Leverage (x EBITDA)Rating Outlook Today ~€2bn firepower for M&A 2025 negativeMoody’s 1.3
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1,560 1,609 1,801 1,942 2,106 2,197 2,900 2020 2021 2022 2023 2024 2025 2030E GEA – development Roadshow Presentation 43 Sales (€m) 4,635 4,703 5,165 5,373 5,422 5,495 2020 2021 2022 2023 2024 2025 2030E >5% CAGR1 >7,000 CMD-21 target of 4-6% organic sales CAGR exceeded with 7.0% (2022-2024) EBITDA2 margin 11.5% 13.3% 13.8% 14.4% 15.4% 16.5% 17.0-19.0% 2020 2021 2022 2023 2024 2025 2030E CMD-21 target of >15% margin achieved % Organic sales growth1 8.4%8.9% Service sales (€m) % 17.1% 27.8% 31.8% 32.7% 33.8% 36.2% 2020 2021 2022 2023 2024 2025 2030E ROCE3 >45% 33.6% 34.2% 34.9% 36.1% 38.9% 40.0% ~40% 3.7% 1 Currency and portfolio adjusted I 2 Before restructuring expenses I 3 Calculation based on capital employed L4Q Service share 12.7%11.9% % Organic sales growth1 13.1% 6.8% 3.7%
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98 130 204 228 237 255 2.1% 2.8% 3.9% 4.2% 4.4% 4.6% 0% 1% 2% 3% 4% 5% -50 50 150 250 350 2020 2021 2022 2023 2024 2025 2030E 367 240 314 346 327 175 7.9% 5.1% 6.1% 6.4% 6.0% 3.2% 0% 2% 4% 6% 8% 10% 0 100 200 300 400 500 600 700 800 900 1,000 1,100 1,200 2020 2021 2022 2023 2024 2025 2030E GEA – development Roadshow Presentation 44 Net working capital (€m) Net working capital/sales ratio (%) Guided corridor 7%-9% 2.5-3.0% Capex (€m) Capex/sales ratio (%) R&D expenditure (€m) R&D/sales ratio (%) 128 125 141 168 159 153 2.8% 2.6% 2.7% 3.1% 2.9% 2.8% 2% 2% 3% 3% 3% 3% 0 100 200 300 2020 2021 2022 2023 2024 2025 2030E 3.2% Free Cash Flow (€m) 626 563 296 337 505 512 0 100 200 300 400 500 600 700 800 2020 2021 2022 2023 2024 2025 2030E Free Cash Flow (2024-2030E): >€4bn
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45 Responsible Innovation Resilient Operations & Communities Thriving Employees Impact Net zero 2040 Our contribution Our targets ▪ 80% favorable rating of Employee Survey Engagement dimension by 2030 ▪ 25% female representation in top and middle management positions (L1-L5) and 30% in leadership development programs by 2030 ▪ Broadening talent pools to include more diverse target groups ▪ Fair and performance-oriented pay commitment addressing pay gaps worldwide ▪ Reduce greenhouse gas emissions scope 1 & 2 by 60% by 2026 and 80% by 2030 ▪ Pathway towards Zero Impact Operations: no negative impact on waste, water, energy, biodiversity & OHS ▪ 100% of A-suppliers fulfill GEA's sustainability criteria by 2030 (preferred suppliers by 2026) ▪ GEA Foundation to strategically and effectively deliver on our commitment to donate 1% of net profit annually ▪ Reduce greenhouse gas emissions scope 3 by 27.5% by 2030 ▪ 125 Mt CO2e saved emissions along the value chain by 2030 ▪ All GEA solutions will be offered with zero freshwater-use option by 2030 ▪ All new GEA solutions will be circular-ready as of 2030 Our purpose: Engineering for a better world Roadshow Presentation