Slides
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Strategy Update Frankfurt am Main 19 October 2026
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 This presentation contains forward - looking statements on the business development of NORMA Group SE that are based on management ’s current assumptions and judgments regarding future events and results. All statements in this presentation other than statements of historical fact could be fo rwa rd - looking statements. Forward - looking statements generally are identified by words such as 'anticipates,' ‘believes,’ ‘estimates,’ ‘assume,’ ‘expects,’ ‘forecasts, ’ ‘ intends,’ ‘may,’, ‘could’ or ‘should,’ ‘will’, ‘continue,’ ‘future,’ opportunity,’ ‘plan,’ and similar expressions. Forward - looking statements are based on assumptions relating to the development of the economic, political and legal environment in individual countries, economic regions and markets, and in particular for the machine industry, which we have made on the basis of the information available to us and which we consider to be realistic at the time of publication. Forward - looking statements are neither historical facts nor assurances of future performance. Because forward - looking statements relate to the future, they are inherently subject to known and unknown risks, uncertainties and other factors that are difficult to predict and out of our control. The fi nancial position and profitability of NORMA Group SE and developments in the economic and regulatory environments may vary substantially (particularly on the down side ) from those explicitly or implicitly assumed or described in these forward - looking statements. This presentation may include statistical and industry data provided by third parties. Any such data is taken or derived from in formation published by industry sources that NORMA Group SE believes to be credible and is included in this presentation to provide information on trends affecting the in dus try in which the NORMA Group SE operates. NORMA Group SE has not independently verified the third - party data, and makes no warranties as to its accuracy or completeness. The information in this presentation and any other material discussed verbally in connection with this presentation, includin g a ny forward - looking statements, is current only as of the date that it is dated or given. The Company disclaims any obligation to revise or update any such information for any rea son, except as required by law. To the maximum extent permitted by law, neither NORMA Group SE nor any of its affiliates or their respective directors, offic ers , employees, consultants, agents or representatives shall be liable for any direct or indirect loss or damage whatsoever arising from any use of this presentatio n o r otherwise arising in connection with it. ‘NewNORMA’ reflects the continuing operations in accordance with IFRS, while ‘Former NORMA’ includes both continuing and disc ont inued operations in accordance with IFRS. Disclaimer Slide 2
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 STRATEGY Setting the direction for NewNORMA 14:10 – 14:25 Birgit Seeger EXECUTION LEVERS Turning strategy into impact COFFEE BREAK 15:45 – 16:15 FINA NCIAL FRAMEWORK Driving performance and long - term value Sales Push 14:25 – 15:15 Dominik Görts, Jeff Lombardi, Sergio Bonfá, Dr. Gerrit von Breitenbach Footprint 15:15 – 15:30 Birgit Seeger, Bronislava Kohutova, Selman Boran Transformation 15:30 – 15:45 Ulrik Thelin, Annette Brüseke Financial Targets 16:15 – 16:35 Okan Celiker Capital Allocation 16:35 – 16:45 Birgit Seeger Q&A f rom 1 6:45 Slide 3 NewNORMA: Strategy Update 2026 01 02 03 04 WELCOME 13:30 14:10 14:25 15: 4 5 1 6 : 15 1 6 : 45 Registration 13:30 – 14:00 Welcome & Housekeeping Christian Filipcic Corporate Video
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Strategy Setting the direction for NewNORMA 1 Birgit Seeger CEO & Chair of the Management Board
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Profitable growth, structural margin improvement and stronger cash generation Slide 5 NewNORMA sets a clear Financial Ambition for FY31 NET SALES ADJUSTED EBIT MARGIN CASH CONVERSION 1 ~1 - 3% CAGR FY26 - 31 >10% by FY31 >70% by FY31 Profitable growth in both SBUs Wave 1, Wave 2 and EMEA footprint to drive structural improvement Disciplined working capital management and capital expenditure Key Assumptions for Financial Ambition FY31 1 Cash Conversion is defined as adjusted EBIT plus D&A, less Capex, the change in trade working capital, and payment for taxes, d ivided by adjusted EBIT Stand - alone (organic development ) Stable geopolitical impact Comparable FX rates Continued personnel cost inflation Stable energy & raw material prices
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 STRONG FOUNDATIONS Engineering & application expertise Long - standing customer relationships Global footprint & brands NEED FOR CHANGE Fragmented accountability Limited customer - centric steering Underutilized asset base NewNORMA Focused portfolio SBU - led operating model Performance orientation NewNORMA addresses complexity and underutilization Slide 6 Translating strong foundations into a more focused NORMA NewNORMA translates NORMA’s underlying strengths into profitable growth, stronger cash generation and sustainable returns
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Profitable growth, higher profitability and stronger cash generation drive sustainable returns Slide 7 NewNORMA is focused on sustainable value creation 1 ―― GROW Drive profitable growth • Increase exposure to attractive end markets • Strengthen commercial execution • Leverage engineering expertise 2 ―― IMPROVE Structural margin improvement • Increased capacity utilization • Improved product mix • Reduce structural cost base 3 ―― GENERATE Strengthen cash generation • Translate operating performance into free cash flow • Disciplined working capital • Focused capex 4 ―― CREATE VALUE Generate sustainable returns • Disciplined capital allocation • Mid - term ambition: ROCE>WACC • Long - term value creation One Group ambition – delivered through distinct value - creation roles in our two core businesses
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Different growth profiles – common focus on profitable growth, cash generation and returns Slide 8 Our two businesses have distinct value - creation roles MOBILITY & NEW ENERGY Resilient core business with significant margin improvement INDUSTRY APPLICATIONS Profitable organic growth case COMPETITIVENESS Drive new business wins and increase volumes UTILIZATION & PROFITABILITY Improve utilization of the existing asset base CASH GENERATION Translate improved operating performance into resilient cash flows FOCUS INDUSTRIES Expand in structurally attractive growth markets SALES PUSH Strengthen customer access and commercial execution TECHNOLOGY TRANSFER Leverage existing engineering capabilities in new applications Strengthening competitiveness, utilization and cash generation Scaling profitable growth in targeted markets
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 NewNORMA addresses a combined market opportunity of more than €16bn across both SBUs Slide 9 An industrial powerhouse for connectivity solutions Mobility & New Energy Industry Applications ~70% of Group Net Sales1 ~30% of Group Net Sales1 End Market PVs CVs Distribution Services incl After market New Energy Data Center, BESS, Heat Pump Industrial Machinery Agriculture, Construction Others White Goods, Aviation Share of Group Net Sales1 50% 20% 22% <1% 6% <1% Addressable market2 ~€10bn ~€2bn ~€3bn >€3bn ~€1bn >€0.5bn Market share1 ~6% ~12% ~8% <1% ~11% <15% Market drivers • Growing demand for efficient thermal management across powertrains • Increasing connection content driven by electrification and hybrids • Rising technical requirements for safety, performance and reliability • Increasing investment in data centers, BESS and industrial infrastructure • Growing demand for efficient fluid handling and thermal management • Increasing need for application-specific, cost-efficient connection solutions 1 As of 2025 2 Addressable market by 2031
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Execution to drive growth, utilization and structural cost improvement Slide 10 Four value creation levers underpin our FY31 ambition SALES PUSH Accelerate profitable growth FOOTPRINT Optimize our asset base TRANSFORMATION Improve structural efficiency GROWTH Expand into attractive markets OPERATIONAL VALUE DIVERS GROWTH & MIX • Profitable volume growth • Improved mix • Pricing execution UTILIZATION & PRODUCTIVITY • Higher asset utilization • Operational efficiency • Leverage fixed cost base SG&A AND COST DISCIPLINE • Lower structural cost base • SG&A efficiency • Operational cost discipline Margin expansion Cash generation Sales growth ROCE
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Sales Push Accelerating profitable growth 2 Dominik Görts President Industry Applications Sergio Bonfá Global Director Commercial Vehicles, MNE Dr. Gerrit von Breitenbach VP Technology & Innovation Jeffrey Lombardi Vice President Business Development IA
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Execution to drive growth, utilization and structural cost improvement Slide 12 Four value creation levers underpin our FY31 ambition SALES PUSH Accelerate profitable growth FOOTPRINT Optimize our asset base TRANSFORMATION Improve structural efficiency GROWTH Expand into attractive markets OPERATIONAL VALUE DRIVERS GROWTH & MIX • Profitable volume growth • Improved mix • Pricing execution UTILIZATION & PRODUCTIVITY • Higher asset utilization • Operational efficiency • Leverage fixed cost base SG&A AND COST DISCIPLINE • Lower structural cost base • SG&A efficiency • Operational cost discipline Margin expansion Cash generation Sales growth ROCE
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Slide 13 Industry Applications has not been realizing its full potential Sales Push turns structural constraints into a focused growth agenda Closer to customers Focus on growth markets Competitive cost & pricing Application - led innovation Norma Four constraints held back growth Sales Push directly addresses each constraint NewNorma
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Slide 14 Customer - centric execution for profitable growth 1 OWN End - to - end Strategic Business Unit 3 SCALE Profitable growth A stronger customer focus, combined with effective channel development, competitive positioning and innovative solutions, creates a self - reinforcing cycle of profitable growth. Business wins Sales growth Higher utilization Operating leverage Improved competi- tiveness Sales Channel Development Product ManagementEngineering Manu- facturing Customer Channel Expansion Stronger Relationships Customer Centric Tools and Product Solutions 2 FOCUS Channel development
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Slide 15 Focus industries significantly increase IA’s growth exposure Data Centers BESS Heat Pumps White Goods Aviation Industrial Machinery Agriculture Market opportunity CAGR 2026-2031 +30% p.a. +25% p.a. +8% p.a. +2% p.a. +7% p.a. +5% p.a. +1% p.a. Content per Unit €100k to €6m1 €5k to €6k €40 to €50 €1 to €3 €8k to €10k €80 to €100 €100 to €150 ~3% CAGR BASE BUSINESS TAM 2 GROWTH Base business expected to grow steadily at low - single - digit rates. Focus industries combine attractive markets and a strong fit to NORMA ~5% CAGR BLENDED TAM GROWTH Focus industries increase from ~5 0 % of IA’s total addressable market in 2026 to ~60% in 203 1 . ~12% CAGR FOCUS INDUSTRIES TAM GROWTH Focus industries are expected to grow around 4x faster than the base business market. 1 Content per Data Center 2 Total addressable market
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Industry Applications expanding into growth markets White Goods Quick connectors | Fluid handling Heat Pumps Pipe connections | Piping systems BESS Quick connectors | Cooling systems Data Centers Cooling systems | Power infrastructure Leveraging fastening, connecting and fluid - handling competencies across attractive growth applications Slide 16
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Focus industries are gaining relevance in the opportunity pipeline, supporting a higher contribution to IA Sales Push is increasing IA's exposure to focus industries 14% 21% 36% 68% 2024 2025 2026 2027 ~5x increase in focus - industr ies share of pipeline Share of opportunity pipeline in focus industries % of total IA opportunity pipeline 1 25% 34% 75% 66% 2026 2031 Focus Industries Base Business NORMA IA sales by end - market group % of IA sales PIPELINE SHIFT Increasing focus on attractive end markets 1 COMMERCIAL TRACTION Growing share of focus industries in the pipeline 2 SALES MIX OUTCOME Higher contribution of focus industries to IA sales BUSINESS WINS Conversion of pipeline into orders SALES MIX SHIFT Higher contribution of focus industries to IA sales GROW AT LEAST IN LINE WITH THE MARKET IA ambition +8pp focus - indust ries share 1 Percentage of current opportunity pipeline classified as focus industries, based on expected SOP year Slide 17
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Why Base Business Matters WINNING FORMULA: Price + Availability + Portfolio + Engineering + Conversion + Coverage Commercial execution drives profitable growth, asset utilization and recurring cash generation Sales Push: Unlocking the potential of our base business Plant utilization Higher base load improves asset utilization and operating leverage. Route to market Broad distribution access supported by cross selling standard NORMA, B REEZE, Torca , R.G.RAY, and ABA brands. Resilient cash generation Recurring, capital - light revenue Slide 18 Proven growth potential Focused commercial execution can expand the base through Category expansion Competitive market pricing Market - relevant pricing with clear commercial guardrails. Smart Pricing Availability & Service Reliable supply and short lead times with responsive customer support. OTD Complete line card Broad clamp and connection portfolio to grow share wallet. One Stop Shopping Application engineering Translate customer needs into the right solution. Right Parts Right Application Targeted conversion Identify applications and execute structured conversions. Market Share Channel & account alignment Focus coverage and resources on high - potential accounts. Growth Focus COMMERCIAL REQUIREMENTS
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Base Business Channel Partner Success Stories Channel Success Stories – Base Business Sales Push: Unlocking the Potential of NORMA's Base Business Competitive market pricing Complete line card Targeted conversion Availability & Service Application engineering Channel & account alignment Large, privately held B2B Large American Retailer Large Plumbing Distributor Global Reach Large MRO Distributor National Reach in USA Large DIY big box retailer National Reach in USA Large manufacturer of DPF and DOC products for heavy trucks, Emissions Testing Large manufacturer of flexible metal exhaust hoses National Reach in USA Large aftermarket Exhaust Manufacturer National Reach in USA Slide 19 MRO +34% MRO +41% DIY +14% AAM +1417% AAM +95% AAM +143%
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Changing powertrain mix supports a growing addressable market Slide 20 MNE remains well positioned through the powertrain transition Regulatory requirements continue to evolve Stricter rules in every region add content our portfolio already covers. Content shifts across powertrain technologies From engine and exhaust to battery and thermal management – we supply both. Innovation creates additional content opportunities Autonomous driving critical systems and Next - Gen solid - state batteries will require mission critical products GLOBAL PV PRODUCTION BY POWERTRAIN Million Units 62% 35% 11% 23% 27% 42% 93.1 97.9 2025 2031 ICE BEV xHEV a round +1% p.a. PV addressable market 2025 - 31 GLOBAL CV PRODUCTION BY POWERTRAIN Million Units 89% 80% 10% 20% 3.5 3.9 2025 2031 ICE BEV xHEV & Alternative Fuels around + 2 % p.a. CV addressable market 2025 - 31
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 NORMA CONTENT PER PV BY POWERTRAIN Comparable content in ICE and BEV applications, with additional opportunities in hybrid powertrains Slide 21 Powertrain transition supports resilient content per vehicle Battery thermal mgmt. Thermal mgmt., other Cooling / HVAC Other applications BEV Battery thermal mgmt. Cooling / HVAC Engine Cooling system Exhaust system Other applications xHEV NORMA's diversified application portfolio supports content resilience across the powertrain transition. ICE Engine Cooling system Exhaust system Other applications Comparable content in ICE and BEV Additional content potential in xHEV Resilience across powertrain technologies
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 What we supply Clamps, humidity lines, fixing solutions Content per vehicle CVs €350 - 550 What we supply Combustion portfolio plus electrification content Content per vehicle PVs CVs €130 €350 What we supply Battery thermal - management lines, quick connectors, cooling Content per vehicle PVs CVs €115 €315 Broad portfolio supports similar or higher content across evolving powertrains Slide 22 MNE is well positioned across all powertrain technologies What we supply Clamps, fuel and coolant lines, exhaust connections Content per vehicle PVs CVs €115 €300 Complete portfolio Fastening, connecting and fluid handling for every powertrain Local - to - local Manufacturing close to customers Long - standing customers Solid relationships with leading OEMs and Tiers Engineering depth Automotive - grade expertise across powertrains ICE BEV Hybrid ( xHEV ) Fuel cell & Alternative fuels
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 NewNORMA execution is delivering initial commercial results Slide 23 Sales Push: Mobility & New Energy LEVERAGE INSTALLED BASE ――― MARKET - LED EXECUTION ――― LEVERAGING BU BUSINESS ――― Sales Push supports profitable growth through disciplined pricing, customer penetration and engineering leverage. COMMERCIAL EXECUTION – ALREADY VISIBLE €157m Largest program ever won in PV 80% renewed 20% new +45% yoy Cumulative lifetime sales won in 9M 2026 GROW AT LEAST IN LINE WITH THE MARKET MNE ambition • Investment phase completed • Next - gen products require tools, not new plants • Growth leverages existing equipment • Market - based pricing, not cost - plus • Target costing aligned with market price points • Global SBUs own the customer and P&L • Commercial - vehicle products → off - highway, power generation • EV thermal management → data centers, charging, energy storage • One technology base across two BUs
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Optimized design concept Low - spill and flow - optimized technology for demanding thermal - management challenges Slide 24 High - performance Dry Break Valve technology SELF - CLOSING TECHNOLOGY Initial design concept Proprietary design, simulation and validation capabilities demonstrate NORMA’s engineering expertise FLOW - OPTIMIZED DEVELOPMENT PRODUCT ASSETS Connected Disconnected MODULAR NORMA PATENTED VALIDATED FLOW - OPTIMIZED
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Automotive - grade quality and application engineering supported a new customer win Slide 25 Dry Break Valve technology successfully transferred into BESS BESS APPLICATION Reliable thermal management required TECHNOLOGY TRANSFER Proven automotive technology adapted for BESS COMMERCIAL VALIDATION New customer win Technology transfer converts proven automotive engineering into new content and customer wins Battery thermal management Serviceable fluid connections SERIAL ORDERS received in 2026 7x per BESS unit CUSTOMER WIN Competitor replaced based on quality and engineering performance Implementation accelerated from Jan. 2027 to Aug. 2026 Automotive - grade quality Flow - optimized Modular solution
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Developing spill-free connection solutions for increasingly liquid-cooled infrastructure Slide 26 Dry Break Valve technology for Data Center cooling: UQD1 DATA CENTER APPLICATION Safe, serviceable fluid connections METAL UQD Go - to - market solution ALL - PLASTIC UQD Targeting performance and cost advantages Combining speed to market with longer - term product differentiation in Data Center liquid cooling Liquid cooling Spill - free connections Originally designed for high - pressure applications Higher cost and pressure drop Currently under development • Application - specific design • Lower cost potential • Optimized fluid flow 1 Universal Quick Disconnector
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Increasing ADAS penetration expands demand for reliable fluid connections around vehicle sensors Slide 27 Sensor cleaning creates additional content opportunities in Mobility MORE SENSORS Increasing ADAS penetration leads to higher sensor content per vehicle Cameras | LidAR | Radar ~€78m Addressable market by 2030 SAFETY - CRITICAL Reliable sensor operation required in rain, snow, debris and challenging environmental conditions ~6% Market growth (CAGR 2026 - 2030) ~33% Potential safety - critical content per vehicle Leveraging existing fluid - management capabilities to increase content in sensor - r i ch vehicles
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Developing a plastic cooling solution targeting higher thermal performance, lower weight and cost Plastic cooling technology for next - generation batteries Increasing cooling requirements Targeted product advantages Faster Charging Higher heat loads require more effective thermal management NEXT - GEN BATTERIES Tighter temperature control required Applying NORMA’s thermal - management expertise to next - generation battery architectures ~50% lower mass vs. aluminum ~20% Total pack cost savings potential < 2 ° C ΔT Targeted cell - to - cell balance NORMA plastic cooling concept Early development prototype Slide 28
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Footprint Optimizing our asset base 3 Birgit Seeger CEO & Chair of the Management Board
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Execution to drive growth, utilization and structural cost improvement Slide 30 Four value creation levers underpin our FY31 ambition SALES PUSH Accelerate profitable growth FOOTPRINT Optimize our asset base TRANSFORMATION Improve structural efficiency GROWTH Expand into attractive markets OPERATIONAL VALUE DRIVERS GROWTH & MIX • Profitable volume growth • Improved mix • Pricing execution UTILIZATION & PRODUCTIVITY • Higher asset utilization • Operational efficiency • Leverage fixed cost base SG&A AND COST DISCIPLINE • Lower structural cost base • SG&A efficiency • Operational cost discipline Margin expansion Cash generation Sales growth ROCE
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 We are moving from regional optimization to best - fit production allocation across our global network Slide 31 Optimizing our global manufacturing footprint FROM Regional / local optimization TO Best - fit production allocation • Production decisions optimized by region and site • Capacity decisions made locally • Limited ability to leverage the global manufacturing network • Regional profit center Allocate production based on cost, capability and customer needs Cost center Optimize manufacturing economics Capability Match products with the right production capabilities Customer Account for proximity and customer requirements Driving tangible operational benefits Higher utilization Better use of existing production capacity Lower production cost More efficient manufacturing economics Competitive pricing Lower production costs enhance our competitiveness in bids Customer proximity Production close to customers where relevant Margin improvement Better utilization and manufacturing economics support profitability Global production allocation enables NORMA to better utilize its asset base while strengthening competitiveness and profitabi lit y.
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 We have been consolidating and simplifying our network to right - size our asset base Slide 32 Reshaping our global footprint CONSOLIDATE MEXICO Juarez consolidation Build a more efficient North American production hub GLOBAL NETWORK Actions across APAC and Americas CONSOLIDATE & SIMPLIFY Remove duplication and improve utilization REBALANCE Optimize capacity allocation across the global network. CLOSED CHINA Wuxi & Guangzhou Concentrate production CLOSE SINGAPORE Regional office closure Simplify regional setup and reduce structural cost CLOSED AUSTRALIA Adelaide DC closure Simplify distribution footprint EXPAND NOVI SAD Shared Service Center Strengthen established presence
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Today's network of nine production sites operates well below our utilization target Slide 33 Reshaping our EMEA manufacturing footprint Production spread across multiple locations 9 EMEA production sites Underutilized assets across the network ~50 - 60% Current utilization Increasing productivity and fixed - cost absorption ≥80% Target utilization Building a more focused and cost - competitive EMEA footprint by concentrating volumes, improving asset utilization and leveraging best - cost locations Approx €20 - 30m Annual run - rate savings by FY31
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Selman Boran Value Stream Management Maintal Bronislava Kohutova Supply Chain Management Europe
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Transformation Improving structural efficiency 4 Ulrik Thelin VP Business Transformation Annette Brüseke Executive Vice President Human Resources
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Execution to drive growth, utilization and structural cost improvement Slide 36 Four value creation levers underpin our FY31 ambition SALES PUSH Accelerate profitable growth FOOTPRINT Optimize our asset base TRANSFORMATION Improve structural efficiency GROWTH Expand into attractive markets OPERATIONAL VALUE DRIVERS GROWTH & MIX • Profitable volume growth • Improved mix • Pricing execution UTILIZATION & PRODUCTIVITY • Higher asset utilization • Operational efficiency • Leverage fixed cost base SG&A AND COST DISCIPLINE • Lower structural cost base • SG&A efficiency • Operational cost discipline Margin expansion Cash generation Sales growth ROCE
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 SG&A efficiency levers will simplify administration while protecting operational capacity Slide 37 NewNORMA is establishing a leaner organization WAVE 1 WAVE 2 Significant reduction in organizational complexity across governance and personnel structures approx. €38 - 42 m Annual run - rate savings by FY28 Covers our administrative functions only, while production and customer - facing capacity are not affected Additional Measures Consolidation of activities into regional hubs The digitalization of our processes Disciplined decisions on backfilling vacant positions Fewer management layers and wider spans of control approx. €28 - 32 m Annual run - rate savings by FY28 How we implement this Joint implementation with our employees as a core principle Early and constructive dialogue with employee representatives Socially responsible implementation of required measures Central steering and tracking to ensure speed and execution reliability
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Three implementation levers to build NewNORMA Slide 38 From r estructuring to sustained performance SIMPLIFICATION • Reduce layers from 10 to <6 • Broaden spans of control from 5 to >9 • Consolidate activities into shared service centers 1 PROCESS • Standardize core processes • Increase automation • Strengthen performance transparency 2 PERFORMANCE • Strengthen SBU accountability • KPI - based management • Ownership of financial and operational delivery • Remuneration linked to communicated financial KPIs 3 NewNORMA: Stronger, more resilient – delivering sustainable value creation
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Completed actions already banked; operating - model transformation continues through 2028 Transformation has moved from design to delivery 2025 Transformation launched H1 2026 German voluntary program completed Q1 2027 Singapore closure ONGOING End 2028 Full transformation horizon reached TARGET January 2027 SBU steering with P&L GO - LIVE Q 1 2026 US voluntary program completed Q4 2026 EMEA headcount reduction ongoing WAVE 1 WAVE 2 approx. € 28 - 32 m Annual run - rate savings by FY28 a pprox . €38 - 42m Annual run - rate savings by FY28 Slide 39
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 NewNORMA: Leaner, more accountable organization committed to performance improvement Slide 40 Turning transformation into sustained performance Driving sustainable margin improvement and long - term value creation. Sustain transformation benefits through rigorous execution and continuous improvement Scale digitalization, standardization and AI adoption to drive productivity and efficiency Strengthen performance discipline through clear targets and accountability Simplify governance to accelerate decisions and reduce complexity Embed the SBU - led model with clear end - to - end performance ownership Continue structural cost reduction through simplification and SG&A efficiency
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 A more focused organization to strengthen execution and support sustainable margin improvement Slide 41 HR is a key lever to deliver our transformation targets Leaner Organization ――― Lowers our cost base and speeds up decision - making Key Talent ――― Ensuring our critical capabilities through the transformation Performance - driven Leadership ――― Taking ownership of targets and driving the change Together, these three priorities support what matters: margin, cost base and speed of execution.
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Targeted approach to identify, retain and build the talent critical to our future success Slide 42 Key talent retention MANAGING ATTRITION 8% Voluntary attrition Ready - now - quota 30% 70/30 internal/ external hiring mix to bring in capabilities needed for our transformation Benchmark 9% Identification 16% of critical roles and key talents identified across the group Benchmark 15 - 20% Succession 77% succession coverage for our identified critical roles Benchmark 80% ATTRACTING NEW TALENT Addressing skilled labor shortages through our global footprint , targeted upskilling and AI - focused reskilling. PROTECTING OUR CAPABILITIES Retaining critical talent while building the capabilities needed for NewNORMA. Ambitio n 5 0 %
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Slide 43 VUCA BANI • Volatile • Uncertain • Complex • Ambiguous • Brittle • Anxious • Nonlinear • Incomprehensible
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 CLARITY One leadership team, one direction • Joint commitment to NewNORMA priorities and targets • Clear leadership expectations • Consistent communication across the organization • Shared values guide leadership behaviors • Leaders visibly role - model expected behaviors • Culture reinforced through daily leadership and communication ROLE - MODELLING Living the NewNORMA culture • Clear expectations and regular performance reviews • Leadership incentives linked to our external financial KPIs • Ownership of transformation outcomes PERFORMANCE Leadership with clear accountability Leadership in a BANI world: clarity, performance and role - modelling for NewNORMA Slide 44 Performance - driven leadership Incomprehensible Explain decisions and acknowledge uncertainty Brittle / Nonlinear Strengthen resilience, test and adapt Anxious Show empathy and create psychological safety
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Three levers operationalize leadership performance in NewNORMA Slide 45 Pay for performance Pay for performance Linking individual performance and remuneration more closely to company results. Group - wide financial KPIs Aligning management incentives with Sales, Adj. EBIT and cash flow Shared accountability Strengthening collective responsibility for Group performance and transformation delivery
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 A global HR model that combines business proximity, specialist expertise and efficient service delivery Slide 46 HR operating model A simpler HR operating model improves service quality, efficiency and speed. 1 HR BUSINESS PARTNERS ――― Drive organizational effectiveness 2 CENTERS OF EXCELLENCE ――― Provide global expertise in talent, reward and analytics 3 SHARED SERVICES ――― Deliver HR services efficiently at regional level 4 DIGITAL PROCESSES ――― Standardized digital processes from end to end AI AS AN ENABLER ACROSS THE OPERATING MODEL AI - based workforce insights for better decisions in all dimensions Skills matching and predictive analytics for strategic workforce planning Automated handling of standard requests and documents for less manual work AI - supported workflows with less manual effort for focus on what matters most
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Financial Targets Translating strategy into financial performance 5 Okan Celiker Group CFO
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 SBU - based steering aligns profitability, costs and capacity under clear business ownership Slide 48 Strengthening financial accountability under NewNORMA THE GOVERNANCE UNIT CHANGES Today Regional Steering One business owner can balance price, cost, capacity and margin. January 2027 SBU Steering • SBU ownership and consolidation of P&L performance • Consistent Cost of Sales transparency P&L • Managed as cost centers rather than standalone profit centers PLANTS • Global SBU cockpit with harmonized performance KPIs STEERING MODEL • Market - based pricing and target costing COSTING & PRICING
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Standard costing separates commercial margins from operational performance and functional costs Slide 49 NewNORMA strengthens transparency and financial steering P&L steering ladder (Cost of Sales) Net Sales Commercial performance – Standard COGS Product cost at standard = Standard Margin Price / mix and product cost ± COGS variances Manufacturing performance = Gross Profit Margin after operational variances – SG&A Engineering, Sales and Administration = Operating Result Consolidated operating performance Greater transparency enables faster decisions and stronger profitability management. Key benefits MARGIN TRANSPARENCY Separates pricing, product economics and manufacturing variances CLEAR ACCOUNTABILITY Defined ownership of commercial, operational and functional performance TARGETED IMPROVEMENT Enables focused pricing, productivity and cost - reduction measures
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 FY25 under Total Cost and Cost of Sales methodologies Slide 50 Financial transparency through a harmonized P&L structure Total Cost P&L FY 2025 in EUR million and % Adjusted Reported Net Sales 821.7 821.7 Gross Profit1 454.5 449.9 Gross Margin 55.3% 54.8% Personnel Costs -269.8 -293.2 in % of sales 32.8% 35.7% OPEX -131.8 -135.9 in % of sales 16.0% 16.5% EBITDA 53.0 20.8 in % of sales 6.4% 2.5% D&A -46.7 -102.2 in % of sales 5.7% 12.4% EBIT 6.3 -81.4 in % of sales 0.8% -9.9% Cost of Sales P&L2 FY 2025 in EUR million and % Adjusted Reported Net Sales 821.7 821.7 COGS 566.1 570.8 in % of sales 68.9% 69.5% Gross Profit 255.6 250.9 Gross Profit Margin 31.1% 30.5% SG&A 249.3 276.8 in % of sales 30.3% 33.7% EBIT 6.3 -81.4 in % of sales 0.8% -9.9% 1 after material costs 2 Preliminary, unaudited figures based on current management reporting
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Execution to drive growth, utilization and structural cost improvement Slide 51 Four value creation levers underpin our FY31 ambition SALES PUSH Accelerate profitable growth FOOTPRINT Optimize our asset base TRANSFORMATION Improve structural efficiency GROWTH Expand into attractive markets OPERATIONAL VALUE DRIVERS GROWTH & MIX • Profitable volume growth • Improved mix • Pricing execution UTILIZATION & PRODUCTIVITY • Higher asset utilization • Operational efficiency • Leverage fixed cost base SG&A AND COST DISCIPLINE • Lower structural cost base • SG&A efficiency • Operational cost discipline Margin expansion Cash generation Sales growth ROCE
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 NET SALES GROWTH Sales Push supports sustainable topline growth through FY31 Growth ambition supported by market expansion, customer penetration and commercial execution Slide 52 Sales Push supports sustainable topline growth 1 Based on stable FX rates SALES PUSH TOPLINE GROWTH Multiple levers to capture attractive market opportunities FY25a FY26e FY31e €821.7m 0% to 2% growth FY26 Outlook 1 1% to 3% CAGR FY26 - 31 Ambition 1 GROWTH IN ATTRACTIVE MARKETS Growing demand in thermal management, electrification and industrial infrastructure. CUSTOMER PENETRATION Higher share of wallet within existing customers and targeted new customer penetration. CHANNEL EXPANSION Broader market access through distribution and account coverage. COMMERCIAL EXECUTION Competitive pricing, improved product mix and portfolio expansion.
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 WAVE 1 Already communicated measures Wave 2 builds on Wave 1, delivering additional structural EBIT benefits by FY28 Slide 53 Transformation drives structural cost reduction WAVE 2 Additional measures ORGANIZATIONAL EFFICIENCY Streamlined structures and processes SG&A REDUCTION Lower structural SG&A costs across functions INITIAL FOOTPRINT MEASURES Initial manufacturing network optimization FURTHER SIMPLIFICATION Reduced complexity and management layers STRUCTURAL COST REDUCTION Further personnel cost savings and efficiency improvements MORE EFFICIENT OPERATING MODEL Standardized processes and leaner support functions Combined Wave 1 + WAVE 2 Structural EBIT improvements from both waves by FY28 approx. €66 - 74m Annual run - rate savings by FY28 approx. €38 – 42m by FY28 approx. €28 – 32m by FY28
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 EMEA FOOTPRINT OPTIMIZATION Manufacturing consolidation improves utilization and reduces structural costs Network optimization and higher utilization support ~€20 – 30m additional annual EBIT by FY31 Slide 54 EMEA Footprint supports structural margin improvement CAPACITY CONSOLIDATION Concentration of manufacturing volumes in fewer sites. HIGHER FIXED - COST ABSORPTION Higher utilization improves absorption of manufacturing overhead. STRUCTURAL COST REDUCTION Lower site - related costs and streamlined operations. approx. €20 - 30m Additional annualized EBIT contribution by FY31 FINANCIAL IMPACT
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Slide 55 Economics of NewNORMA Ongoing Wave 1 Additional Wave 2 Additional EMEA Footprint Total Program economics ~ €38 - 42m Annual run - rate EBIT savings by FY28 ~€15m expected to be realized per year - end FY26 ~ €28 - 32m Annual run - rate EBIT savings by FY28 ~€20 - 30m Annual run - rate EBIT savings by FY31 Implementation Costs ~€54 - 61m Cumulative P&L - effective costs by FY28 ~€56m expected to be incurred by year - end FY26 ~ €15 - 20m Combined average annual P&L - effective costs 2027 - 2031 Incremental savings vs. baseline FY26 ~ €23 - 27m additional annual run - rate EBIT savings vs. FY26 ~ €48 - 62m Combined additional annual run - rate EBIT savings by FY31 vs FY26 baseline Incremental run - rate EBIT savings vs. FY26 (Wave 1 remaining + Wave 2 + EMEA Footprint) ~€ 7 0 - 90 m by FY31 Wave 2 and EMEA footprint build on the ongoing Wave 1 program
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Ambition of >70% cash conversion by FY31, supported by disciplined working capital and Capex Slide 56 Disciplined cash management supports strong cash conversion Adjusted EBIT to Free Cash Flow* Illustrative FY31 cash conversion bridge Adj. EBIT D&A Δ TWC Capex Payments for Tax Free Cash Flow* 100 % CASH CONVERSION Free Cash Flow* ―――― Adjusted EBIT >70% Housekeeping Items for FY31 Cash Conversion D&A AND CAPEX • D&A approx. 5% • Capex below 5 % of Net Sales TRADE WORKING CAPITAL • Improvement potential, including reduction of SCF programs • largely cash - neutral CASH TAXES • approx. 25% of adj. EBT * Free Cash Flow is defined as Adjusted EBIT plus D&A, less the change in trade working capital, Capex and payments for Tax
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Profitable growth, structural margin improvement and stronger cash generation Slide 57 NewNORMA sets a clear Financial Ambition for FY31 NET SALES ADJUSTED EBIT MARGIN CASH CONVERSION 1 ~1 - 3% CAGR FY26 - 31 >10% by FY31 >70% by FY31 Profitable growth in both SBUs Wave 1, Wave 2 and EMEA footprint to drive structural improvement Disciplined working capital management and capital expenditure Key Assumptions for Financial Ambition FY31 1 Cash Conversion is defined as adjusted EBIT plus D&A, less Capex, the change in trade working capital, and payment for taxes, d ivided by adjusted EBIT Stand - alone (organic development ) Stable geopolitical impact Comparable FX rates Continued personnel cost inflation Stable energy & raw material prices
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Capital Allocation Deploying capital for sustainable value creation 6 Birgit Seeger CEO and Chair of the Management Board
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Capital is deployed based on strategic fit, prospective returns and balance - sheet capacity Slide 59 Capital allocation prioritizes sustainable value creation Deploy capital where expected returns meet our value - creation criteria 1 3 4 BALANCE SHEET GUARDRAIL DISCRETIONARY CAPITAL ALLOCATED BASED ON EXPECTED RISK - ADJUSTED RETURNS up to 1 .5x Net debt / adjusted EBITDA (mid - term ambition) MAINTAIN FINANCIAL STRENGTH SELECTIVE INORGANIC GROWTH SHAREHOLDER DISTRIBUTIONS • Maintain a healthy and efficient balance sheet • Preserve resilience and sufficient invest capacity through the cycle 2 INVEST IN ORGANIC GROWTH Investment route • Leverage existing capabilities and market positions • Support profitable growth and productivity • Invest in Sales Push and R&D Attractive risk - adjusted returns Investment criteria • Strategic and industrial fit • Clear synergy potential • Disciplined valuation • Considered only following substantial transformation progress Reliable dividend policy • Payout ratio of at least 10% of the adjusted Group Net Income, provided that the economic situation and liquidity do not preclude this. • Effective from FY27 onward Opportunistic share buybacks • Opportunistic and valuation - driven • Subject to balance - sheet capacity
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Organic and inorganic investments are assessed against consistent criteria Slide 60 Clear investment criteria underpin disciplined capital deployment GROWTH OPPORTUNITIES INVESTMENT CRITERIA OUTCOME ORGANIC • Sales Push • R&D Investment discipline ensures that growth is pursued only where expected returns support sustainable value creation INORGANIC • Technology and capability additions • Market access • Portfolio opportunities STRATEGIC FIT • Supports NewNORMA strategy • Strengthens existing capabilities and market positions VALUE CREATION • Clear growth, earnings and cash - flow potential • Clear synergy potential RETURNS • Returns sustainably above cost of capital • Mid - term ambition: ROCE > WACC RISK & FINANCIAL CAPACITY • Appropriate execution risk and valuation • Maintains balance - sheet discipline and financial flexibility INVEST • Capital deployed where strategic fit and expected returns meet our thresholds • Supports long - term, sustainable value creation NO INVEST • Does not meet strategic, financial or return criteria • Capital remains available for alternative opportunities and/or shareholder distributions 1 2 3 4
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Focused portfolio, profitable growth and structural performance improvement underpin stronger cash generation and returns Slide 61 NewNORMA provides a clear path to sustainable value creation FOCUSED PORTFOLIO Two core SBUs with different value creation roles ――― • MNE : focus on cash generation • IA: driving profitable growth PROFITABLE GROWTH Growth increasingly driven by Industry Applications ――― • Structural growth markets • Sales Push • Drive utilization MARGIN IMPROVEMENT Multiple levers to sustainably improve profitability ――― • Growth & mix • Footprint optimization • Structural cost discipline CASH & RETURNS Strengthen cash generation ――― • Higher profitability • Asset efficiency • Strong cash generation CAPITAL ALLOCATION Capital deployed against clear value - creation criteria ――― • Organic growth investment • Selective inorganic opportunities • Dividends and opportunistic SBB 1 2 3 4 5 NewNORMA: Stronger, more resilient – delivering sustainable value creation
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Q&A
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Speaker Background Information
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Slide 64 Speaker Background Information Birgit Seeger CEO & Chair of the Management Board With NORMA Group since 2025 Relevant experience Current responsibility Leads NORMA Group as CEO and Chair of the Management Board. Member of the Board of Directors | Konecranes | 2024 – Present Various Senior Vice President Roles | Bosch | 2017 – 2025 • Led the global Comfort Actuators business unit (2022 – 2025) • Head of quality and risk management (2019 – 2022) • Led transformation of Powertrain Solutions (2017 – 2019) Global Director, Engineering, Test and Quality Center | WABCO | 2013 – 2016 Principal | Ricardo Strategic Consulting | 2011 – 2013 Managing Consultant | PA Consulting | 2001 – 2011 Educational background Executive Leadership Programs | Carnegie Mellon University & ESMT Berlin Diplom - Kauffrau , Business Administration | University of Tübingen
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Relevant previous experience Current responsibility Educational background Slide 65 Speaker Background Information Okan Celiker Group CFO NORMA Group With NORMA Group since 2017 Serves as Acting Group CFO of NORMA Group since April 2026. His stated focus is implementing NewNORMA and strengthening its financial foundation . Diplom - Kaufmann, Business Administration | Goethe University Frankfurt CFO EMEA & VP Group Strategy | NORMA Group | 2023 – 2026 • Dual role as CFO of the EMEA region and VP Group Strategy Vice President Strategy & Business Transformation | NORMA Group | 2020 – 2026 Director M&A | NORMA Group | 2017 – 2020 Senior Manager Corporate Development | EDAG Engineering GmbH | 2017 – 2017 Assistant Director (Corporate Finance) | equinet Bank AG | 2012 – 2017 Associate | mayerhöfer & co Corporate Finance Beratung GmbH | 2008 – 2012
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Relevant previous experience Current responsibility Educational background Slide 66 Speaker Background Information Dominik Görts President Industry Applications With NORMA Group since 2024 Leads NORMA Group’s Strategic Business Unit (SBU) Industry Applications, with responsibility for the SBU’s business development and execution. He is responsible for the full business unit P&L. Master, International Business Studies | Maastricht University International Business Studies | Université Pierre Mend ès - France, Grenoble Vice President Aftermarket | GKN Automotive | 2020 – 2024 • Responsible for profitable growth trajectory of the Aftermarket Business Unit Member of the Executive Board Aftermarket, Special OE and Industries | HELLA | 2016 – 2020 • Besides leading the glo bal aftermarket wholesale unit acting as an advisory board member to the internal ventures entity CEO | Nordic Forum Holding A/S | 2015 – 2020 • Led the global aftermarket wholesale unit driving growth and transformation
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Relevant previous experience Current responsibility Educational background Slide 67 Speaker Background Information Annette Brüseke Executive Vice President Human Resources With NORMA Group since 2026 Leads NORMA Group’s Human Resources function, with a focus on retaining key talent and strengthening performance - driven leadership to support the NewNORMA transformation. Her agenda includes a global HR operating model that combines business proximity, specialist expertise and efficient service delivery. Law ( Volljurist in ) | WWU Münster Syndikusanwältin Group HR Director / CHRO | H+H International A/S | 2023 – 2026 • Led the Human Resources function at H+H A/S HR Director | James Hardie Europe GmbH | 2019 – 2022 • Led the Human Resources function at James Hardie Europe. Vice President HR | BENTELER Group | 2009 – 2019 • Held senior Human Resources leadership responsibility at BENTELER Group.
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Relevant previous experience Current responsibility Educational background Slide 68 Speaker Background Information Jeffrey Lombardi Vice President Business Development IA With NORMA Group since 2021 Leads NORMA Group’s North American Industrial Applications business, driving profitable growth, market expansion and commercial strategy across diversified industrial markets, including data centers, automotive aftermarket, battery energy storage, aerospace and HVAC. B.A. in Economics | Wayne State University President | Premier Investment Group, LLC | 2020 – Present • Advises HVAC/R, industrial and aftermarket businesses on channel strategy, operational improvement and profitable growth VP / GM Aftersales & Services NA | Johnson Controls | 2013 – 2020 • Led North American aftersales and services, driving growth through customer experience, channel expansion and digital capabilities Vice President, National Accounts Parts Sales | Navistar Inc | 2012 – 2013 • Led national accounts sales team responsible for $600m+ in annual parts revenues, focused on customer productivity and growth
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Relevant previous experience Current responsibility Educational background Slide 69 Speaker Background Information Dr. Gerrit v. Breitenbach Vice President Technology & Innovation With NORMA Group since 2012 Leads NORMA Group’s global Technology & Innovation function, driving product innovation and strategy, engineering excellence and resource efficiency across Product Engineering and R&D. Dr. - Ing. in Production Engineering | TU Darmstadt | 2002 – 2007 Dipl. - Ing. in Mechanical Engineering | TU Darmstadt | 1996 – 2002 • Focus on production and forming technology; visiting studies at ETH Zurich and Ohio State University Divisional Director Product Engineering Fasten – Global | NORMA Group SE | 2019 – 2022 • Transformed regional engineering into a global organisation , driving synergies, common processes and standards Segment Leader SGT | NORMA Germany GmbH | 2023 – 2025 • Led 10 EMEA engineering teams across metal, plastics, materials, CAD and development labs Head of Production Planning and Scheduling | NORMA Germany GmbH | 2022 – 2025 • Co - led 8 engineering teams across six countries, building simulation and lab capabilities and introducing standard KPIs and reporting
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Slide 70 Speaker Background Information Ulrik Thelin Vice President Business Transformation With NORMA Group since 2020 Relevant previous experience Current responsibility Leads business transformation office across NORMA Group to achieve the new efficiency levels and lead the “AI Council” to enable AI adoption across NORMA Group. Vice President Business Unit Launchers | Beyond Gravity | 2025 • Led the Swedish Launchers business unit, with responsibility for customer satisfaction, growth and management of the Swedish legal entity. Senior Director Operational Excellence & Strategy | NORMA Group | 2024 – 2025 • Led global operational strategy and lean initiatives, working with regional and functional leaders to improve efficiency and drive innovation across operations. Senior Director of Operations Strategy & Planning | NORMA Group | 2024 – 2024 • Led industrial strategy and planning for NORMA Group’s global manufacturing entities. Educational background Executive MBA, General Management | University of Gothenburg | 2008 – 2010
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Relevant previous experience Current responsibility Educational background Slide 71 Speaker Background Information Sergio Bonfá Global Director Commercial Vehicles , MNE With NORMA Group since 2018 Leads NORMA Group’s global Commercial Vehicles business across the Americas, EMEA and APAC, with responsibility for strategic direction, P&L, growth and profitability. Oversees commercial performance, business development, key global OEM accounts, pricing and product portfolio, driving alignment around a unified global roadmap. MBA in Economics | Universidade de São Paulo (USP) Production Engineering | Universidade Metodista de Piracicaba Director Heavy Equipment Americas | NORMA Group | 2021 – 2024 • Led NORMA Group’s Heavy Equipment business across the Americas, with responsibility for regional growth, business performance and strategic customer development Business Director South America | NORMA Group | 2018 – 2020 • Led the South American business, including growth initiatives, business turnaround and strategic customer development Business Unit Manager, Industrial Filtration | Donaldson | 2015 – 2018 • Led strategy and P&L for the Industrial segment, driving business development and sustainable growth across multiple industrial markets
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Relevant previous experience Current responsibility Educational background Slide 72 Speaker Background Information Director Supply Chain Management EMEA With NORMA Group since 2023 Leads Supply Chain Management across EMEA, driving end - to - end supply chain transformation, organizational effectiveness and operational excellence. Her focus includes organizational design, process standardization and governance, as well as improving service, cost efficiency, inventory and working capital performance. Global Head of transportation, internal logistic, storage and customer service | Gebauer & Griller | 2019 – 2023 • Led global transportation, internal logistics, warehousing and customer service, driving process standardization, inventory optimization and delivery performance Global Head of logistics and storage | Gebauer & Griller | 2018 – 2019 • Led logistics and warehousing activities with a focus on global processes and operational performance Supply Chain Manager | Gebauer & Griller | 2017 – 2018 • Led materials management, planning, purchasing, logistics and customer service, driving inventory and supply chain efficiency Ing., Industrial Engineering | University of Žilina | 2000 – 2005 Bronislava Kohutova
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88 89 91 0 61 165 91 195 245 235 235 235 132 189 0 255 184 28 239 119 48 239 51 64 Relevant previous experience Current responsibility Educational background Slide 73 Speaker Background Information Selman Boran Segment Leader FASTEN Maintal Plant With NORMA Group since 2001 Serves as Segment Leader and is responsible for TORRO production as well as for the divisions Service. For over 25 years, he has held various specialist and management positions at the NORMA Group site in Maintal. Certified Business Economist (IHK) | 2009; Certified Industrial Business Specialist (IHK) | 2007 Apprenticeship as an Industrial Management Assistant | Rasmussen GmbH in Maintal Chairman of the Works Council and Chairman of the Group Works Council | NORMA Group | 2025 – 2026 • Represented employees during NORMA Group’s transformation Segment Leader SGT | NORMA Germany GmbH | 2023 – 2025 • Responsible for the TORRO department Head of Production Planning and Scheduling | NORMA Germany GmbH | 2022 – 2023 • Responsible for all end - to - end production planning, including inventory and scheduling of traded goods, in Germany Kaizen Manager | NORMA Germany GmbH | 2010 – 2013 • Responsible for all lean activities across NORMA Germany’s operations and production, reporting directly to the Managing Director Germany