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Shaping next generation material handling for a smarter, safer and better world CMD 2025 Anders Svensson, President and CEO Teo Ottola, CFO May 20, 2025
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PUBLIC The following applies to this presentation, the oral presentation of the information in this presentation by Konecranes Oyj (the “Company” or “Konecranes”) or any person on behalf of the Company, and any question-and-answer session that follows the oral presentation (collectively, the “Information”). In accessing the Information, you agree to be bound by the following terms and conditions. This presentation does not constitute an offer of or an invitation by or on behalf of, Konecranes, or any other person, to purchase any securities. The Information is not directed to, or intended for distribution to or use by, any person or entity that is a citizen or resident of, or located in, any locality, state, country or other jurisdiction where such distribution or use would be contrary to law or regulation or whichwould require any registration or licensing within such jurisdiction. The Information contains forward-looking statements. All statements other than statements of historical fact included in the Information are forward-looking statements. Forward-looking statements give the Company’s current expectations and projections relating to its financial condition, results of operations, plans, objectives, future performance and business. These statements may include, without limitation, any statements preceded by, followed by or including words such as “target,” “believe,” “expect,” “aim,” “intend,” “may,” “anticipate,” “estimate,” “plan,” “project,” “will,” “can have,” “likely,” “should,” “would,” “could” and other words and terms of similar meaning or the negative thereof. Such forward-looking statements involve known and unknown risks, uncertainties and other important factors beyond the Company’s control that could cause the Company’s actual results, performance or achievements to be materially different from the expected results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the Company’s present and future business strategies and the environment in which it will operatein the future. The Information, including but not limited to forward-looking statements, applies only as of the date of this document and is not intended to give any assurances as to future results. Market data used in the Information not attributed to a specific source are estimates of the Company and have not been independently verified. Important notice 2
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PUBLIC 3 Konecranes in brief Nasdaq Helsinki KCR since 1996 Orders received 3,999.6 MEUR, 2024 Comparable EBITA 13.1% margin, 2024 Net sales 4,227.0 MEUR, 2024 Order book 2,888.4 MEUR, 2024 Headquartered in Hyvinkää Finland Active in around 50 countries Approximately 16,700 employees, Q1/25
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PUBLIC 4 Business Area overview 36% 29% 35% Industrial Service Net sales 1,574.7 MEUR, 2024 Share of sales, 2024 Market position Market size Participants ~15 BEUR Thousands#1 Comp. EBITA 21.0% 2024 Personnel 7,963 End of Q1/25 Industry-leading lifecycle services for all types and makes of industrial cranes and hoists Port Solutions Net sales 1,521.7 MEUR, 2024 Market position Market size Participants ~15-20 BEUR Hundreds#1-3 Western leader in cargo handling with widest and deepest offering in container handling Comp. EBITA 9.3% 2024 Personnel 3,392 End of Q1/25 Industrial Equipment Net sales 1,289.3 MEUR, 2024 Market position Market size Participants ~10 BEUR Thousands#1 Global leader in sustainable lifting solutions covering full range of industrial applications Comp. EBITA 9.0% 2024 Personnel 5,214 End of Q1/25
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PUBLIC 5 We have improved our financial performance structurally Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility Strong profitability performance driven by: • Dynamic pricing • Volume growth • Good strategy execution • Industrial Service and Equipment optimization program • Simplified go-to-market model • Product platform harmonization 4 228 4 161 4 000 4 153 3 365 3 966 4 227 4 298 9.5% 11.4% 13.1% 13.0% 0 1 000 2 000 3 000 4 000 5 000 6 000 2022 2023 2024 Q1 2025 R12M Orders received Net sales Comparable EBITA margin, %
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PUBLIC 5.6 7.4 6.3 7.5 9.3 9.6 2020 2021 2022 2023 2024 Q1/25 R12MNet sales, MEUR Comp. EBITA-% 2.3 3.5 2.7 7.0 9.0 8.6 2020 2021 2022 2023 2024 Q1/25 R12MNet sales, MEUR Comp. EBITA-% 17.2 18.5 18.6 19.9 21.0 21.1 2020 2021 2022 2023 2024 Q1/25 R12MNet sales, MEUR Comp. EBITA-% 8.2 9.8 9.5 11.4 13.1 13.0 2020 2021 2022 2023 2024 Q1/25 R12MNet sales, MEUR Comp. EBITA-% 6 Wehavereachedourprofitabilitytargetrangeaheadof the originaltimeline Note (1): Profitability range, depending on the cycle Industrial Service Target: 20-24%(1) Industrial Equipment Target: 8-10%(1) Port Solutions Target: 9-11%(1) Group Target: 12-15%(1) Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC We have executed on our climate agenda and raised our ambition level Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility 0 1 2 3 4 5 2019 2020 2021 2022 2023 2024 2030 TARGET Own operations Value chain PROGRESS Emissions (CO2e tons, million) OWN OPERATIONS: • Carbon neutral own operations by 2030 • Progress: -56% in 2019-2024 VALUE CHAIN: • 50% absolute GHG emission reduction by 2030 (1), encompassing the use of sold products and steel related purchases(2) • Progress: -12% in 2019-2024 Note (1): From 2019 base year Note (2): The Scope 3 SBT target covers more than 70% of the value chain emissions. Additionally, Konecranes has committed to set science-based net-zero 2050 targets, complementing its current near-term targets. Sustainability ratings 7
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PUBLIC 8 We have taken actions to bring our safety performance back on track Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility 0 2 4 6 8 10 2020 2021 2022 2023 2024 TRI rate Target Group Total Recordable Incident (TRI) rate Actions: • Increased leadership engagement • Systematic learning from incidents with follow-up of corrective actions • Implementation of new metrics to identify high and low performers • Focused actions based on main risk areas • Rebuilding of the HSE organisation
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PUBLIC Konecranes is well-positioned for the future We have improved our performance structurally We have attractive opportunities for growth Our strong balance sheet provides financial flexibility 9
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Futureambition 10Teo Ottola, CFO
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PUBLIC 55 60 65 70 75 80 85 0 500 1 000 1 500 2 000 2 500 3 000 Q1/20 Q1/21 Q1/22 Q1/23 Q1/24 Q1/25 IS Orders, R12M IE Orders, R12M European Union US 11 Our resilience towards economic cycles has improved Industrial Service and Equipment orders R12M and monthly PMIs (1) Industrial Service and Equipment orders R12M vs. quarterly capacity utilization rates(2) 0 500 1 000 1 500 2 000 2 500 3 000 1/20 1/21 1/22 1/23 1/24 1/25 IS Orders R12M IE Orders R12M Euro Zone World US PMI 50 Note (1): Manufacturing PMI for the World, Euro Zone and US. Source: S&P Global Note (2): Manufacturing capacity utilization rate in European Union and US. US capacity utilization rate is quarter average. Source: Eurostat, Federal Reserve Economic Data. Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC 2020 2021 2022 2023 2024 Q1 2025 R12M Net sales, MEUR Gross margin, % Fixed costs/Sales, % 2020 2021 2022 2023 2024 Q1 2025 R12M Net sales, MEUR Gross margin, % Fixed costs/Sales, % 2020 2021 2022 2023 2024 Q1 2025 R12M Net sales, MEUR Gross margin, % Fixed costs/Sales, % 2020 2021 2022 2023 2024 Q1 2025 R12M Net sales, MEUR Gross margin, % Fixed costs/Sales, % 12 Structural profitability improvement driven by sales leverage and cost control Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility Industrial Service Industrial Equipment Port SolutionsGroup Note: Dotted line illustrates development presented in CMD 2023
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PUBLIC 13 Our diversified customer base provides good opportunities, while the material handling market is growing Total material handling growth, EURbn Note: includes both service and equipment growth and also material handling industries where Konecranes is not currently present Source: McKinsey analysis 4% Power 6% Transportation Equipment 7% Metals Production 4% Paper and Forest 28% Logistics 4% Mining 1% Chemicals 21% General Manufacturing 13% Distributors 11% Construction and Engineering Orders by customer segments, 2024 Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility 179 216 242 2024 2030 real 2030 nominal +3.2% p.a. +5.2% p.a.
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PUBLIC 14 Megatrendsthatshapeourindustryand providebusiness opportunities SustainabilityTechnological development Geopolitics Automation, digitalization, advanced connectivity, cyber security, AI, electrification Nearshoring, friendshoring, regionalization, investments in defense Circularity, safety, decarbonization, nature, transparency, compliance Technological development is accelerating within the industries we provide solutions to, and customers increasingly explore new solutions to enhance productivity, safety and sustainability. Changing trade routes and supply chains increase the global demand for material handling solutions and services. While complexity has increased, companies continue to have high ambitions and demands for decarbonization, safety and ethical business conduct. Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC Material handling will digitalize and continue to provide new market opportunities for Konecranes Opportunities & Challenges for Konecranes Achieving an optimal state requires seamless integration of humans and all makes of machines within the same space and the capability for robotic systems to be remotely controlled and monitored. The extensive data generated from material movements can facilitate a transition towards a data-centric business model. The market dynamics might evolve into direction that industries and ports prefer procuring intralogistics services, thereby accelerating servitization of intralogistics. Material Flow Platform (with partners) Connectivity and data acquisition enabling the machine to report its real time status, condition for enhanced productivity and remote operation. Smart & Connected Machines Connected Fleet of all makes Smart Machines Optimized Material Flow System Human-centred Digitalization of Material Flows Diverse machines connected to one functional fleet of smart machines. Fleet of machines connected to Manufacturing Operations Management or terminal systems to form an intelligent and autonomous material flow system, optimized by digital twin simulations. AI Optimized Material Flow, System of Systems, enabling maximum productivity and creating foundation for Industrial Metaverse and Servitization. Today 2030 Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility 15
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PUBLIC Geopolitics and macroeconomics are changing the dynamics of global supply chains and trade flows Exports of goods, global Real 2010 $T Width of line represents total change in trade flows 2032 vs. 2022 <0% 0-2.8 >2.8% Color of line represents CAGR (%) from 2022 to 2032 Change in trade of goods, major corridors1 (2032 vs. 2022, real 2010 $B) Japan/ Korea ASEAN EU AustraliaAfrica India Mercosur China USA2 Canada UK GCC Russia Mexico Indicative 1. Corridors in the map above represent ~45% of global trade in 2022.; 2. Incl. flows from East & West coast Note: Does not include trade of services Sources: UN Comtrade, Oxford Economics, IHS, WTO, BCG Global Trade Model 2023, BCG analysis 21.7 2022 28.5 2032 +2.8% p.a. Examples on Konecranes’ actions: • Establishing a US based manufacturing network for Port Solutions • Reduced dependency on single-source countries and components • Dynamic tariff tracking process in place Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility 16
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PUBLIC Financial targets: • Sales growth faster than the market 1 • Comparable EBITA margin of 13-16% 2 as soon as possible, but no later than in 2029 17 Our Ambition is to become the world leader in material handling solutions creating value for everyone 1 nominal world GDP growth, IMF World Economic Outlook 2 profitability range, depending on the cycle 3 encompassing purchased goods and services and use of sold products, base year 2019 Other business targets: • Reduce absolute Scope 3 value chain GHG emissions by 50% by 2030 3 • Carbon neutral own operations by 2030 • Total Recordable Incident (TRI) rate less than three by the end of 2030 Capital allocation: • CAPEX • To pay a stable to increasing dividend per share, over the cycle • Bolt-on acquisitions Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC 18 Weraiseourprofitabilitytargetlevelin Industrial Service and Equipment, whilePort Solutions remainsunchanged 13-16% comparable EBITA margin2Sales growth faster than the market1 Port SolutionsIndustrial Service Industrial Equipment 21-25% comparable EBITA margin2 8-11% comparable EBITA margin2 9-11% comparable EBITA margin2 Sales growth clearly faster than the market1 Sales growth in line with the market1 Sales growth clearly faster than the market1 Comparable EBITA margin target to be reached as soon as possible, but no later than in 2029 1 nominal world GDP growth, IMF World Economic Outlook 2 profitability range, depending on the cycle Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC Business Area Industrial Service Industrial Equipment Port Solutions % of total sales 36% 29% 35% % of comp. EBITA 55% 20% 25% Mandate Growth Profitability Growth M&A potential Bolt-ons Adjacent & core technology Bolt-ons, complementary technology Investment appetite High Focused High 19 Our focus is on profitable growth and our Business Areas have clear performance mandates Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC 275 261 312 318 451 552 559 16% 13% 8.3% 8.2% 9.8% 9.5% 11.4% 13.1% 13.0% 2019 2020 2021 2022 2023 2024 Q1 2025 R12M Latest in 2029 Comparable EBITA, MEUR Comparable EBITA margin, % 20 Illustrative comparable EBITA margin development Comparable EBITA margin target: • 13-16% in normal macro-economic conditions - Not less than 13% in case of a downturn - Above 16% is not expected to be a sustainable level Target range to be reached as soon as possible, but no later than in 2029 Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC 117 199 194 143 345 385 394 83 123 147 139 276 368 383 141 % 162 % 132 % 103 % 125 % 105 % 103 % 0 50 100 150 200 250 300 350 400 450 2019 2020 2021 2022 2023 2024 Q1/25 R12M Free cash flow excluding change in NWC Net profit Cash conversion, % 21 Our business model is cash generative Free cash flow excluding change in NWC and net profit, MEUR and cash conversion, %(1) Note (1): Free cash flow excluding change in NWC includes repayments of lease liability, cash conversion-% calculated as free cash flow excluding change in NWC and including repayments of lease liability / net profit Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC 1 251 1 361 1 433 1 595 1 858 1 771 577 542 688 366 184 141 46.1% 39.8% 48.0% 22.9% 9.9% 8.0% 0 250 500 750 1 000 1 250 1 500 1 750 2 000 2020 2021 2022 2023 2024 Q1/2025 Equity Net debt Gearing-% Target, % Mid-term target for debt level <80% gearing-% 22 We have a strong balance sheet with financial flexibility Equity & net debt, MEUR and gearing, % Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC Mid-term target for net working capital <10% of R12M sales(1) 227 351 490 354 379 3727.1% 11.0% 14.6% 8.9% 9.0% 8.7% 0 100 200 300 400 500 600 700 800 2020 2021 2022 2023 2024 Q1/25 NWC, restated % of R12M sales, restated Target, % 23 Our net working capital development is driven by timing of projects and delivery capability Note (1): NWC formula changed from Q1 2023 onwards and net working capital for historical periods restated Note (2): Q1/25 excluding dividend payable of EUR 130.7 million, Q1/24 excluding dividend payable of EUR 106.9 million Net working capital, MEUR and percentage of sales(1)(2) Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC 24 We pay a stable to increasing dividend to our shareholders Note (1): For 2020, the dividend of EUR 0.88 per share was in accordance with the Combination Agreement, the planned merger with Cargotec was cancelled in March 2022 EUR 1.03 1.54 1.86 1.77 3.48 4.65 1.20 0.88 1.25 1.25 1.35 1.65 116.5% 57.1% 67.2% 70.6% 38.8% 35.5% 0 1 2 3 4 5 2019 2020 2021 2022 2023 2024 EPS, basic DPS Dividend/Earnings, % Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC ~50% ~10% ~30% ~10% 0 200 400 600 800 1000 1200 1400 1600 1800 Sources Uses Operating cash flow Capex Dividends M&A Cash items € % 25 Our capital allocation priorities Sources and uses of cash 2020-2024, MEUR(1) Capital expenditure Reinvesting into own operations to grow the business and improve productivity Acquisitions Strengthening the business with bolt-on and adjacent acquisitions Other For example, share buybacks, extra dividends Dividends Distributing profits to shareholders according to the dividend policy Note (1): Capex includes capital expenditures and proceeds from sale of property, plant and equipment, M&A includes acquisition of Group companies and divestment of Businesses (net of cash), Cash includes other cash flow from financing activities, translation differences in cash, and change of cash and cash equivalents Structural improvement in performance | Good opportunities for growth and further profitability improvement | Strong balance sheet providing financial flexibility
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PUBLIC Konecranes as an investment 26 Attractive opportunities for growth Strong market position in all Business AreasLeader in technology Strong financial position and dividend Profitability target for 13-16% Group comparable EBITA margin Long-term commitment to sustainability
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Thank you.
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Industrial Service Industry-leading lifecycle services CMD 2025 Fabio Fiorino, Business Area President, Industrial ServiceMay 20, 2025
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Important notice The following applies to this presentation, the oral presentation of the information in this presentation by Konecranes Oyj(the “Company” or “Konecranes”) or any person on behalf of the Company, and any question-and-answer session that follows the oral presentation (collectively, the “Information”). In accessing the Information, you agree to be bound by the following terms and conditions. This presentation does not constitute an offer of or an invitation by or on behalf of, Konecranes, or any other person, to purchase any securities. The Information is not directed to, or intended for distribution to or use by, any person or entity that is a citizen or resident of, or located in, any locality, state, country or other jurisdiction where such distribution or use would be contrary to law or regulation or whichwould require any registration or licensing within such jurisdiction. The Information contains forward-looking statements. All statements other than statements of historical fact included in the Information are forward-looking statements. Forward-looking statements give the Company’s current expectations and projections relating to its financial condition, results of operations, plans, objectives, future performance and business. These statements may include, without limitation, any statements preceded by, followed by or including words such as “target,” “believe,” “expect,” “aim,” “intend,” “may,” “anticipate,” “estimate,” “plan,” “project,” “will,” “can have,” “likely,” “should,” “would,” “could” and other words and terms of similar meaning or the negative thereof. Such forward-looking statements involve known and unknown risks, uncertainties and other important factors beyond the Company’s control that could cause the Company’s actual results, performance or achievements to be materially different from the expected results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the Company’s present and future business strategies and the environment in which it will operate in the future. The Information, including but not limited to forward-looking statements, applies only as of the date of this document and is not intended to give any assurances as to future results. Market data used in the Information not attributed to a specific source are estimates ofthe Company and have not been independently verified.
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Industry-leading lifecycle services For all types and makes of industrial cranes and hoists to improve the safety, productivity and sustainability of our customers’ operations Konecranes Portal Streamlined customer experience Diversified agreement base Largest and most extensive service network Next generation digital services Agreement base by region AME APAC EMEA Agreement base by hoist brand 50% 50% Konecranes family of brands Third parties Predictive Maintenance Engine Auto-generated service leads ~4,300 technicians Present in 50+ countries Driving toward sustainable operations Electrifying the service fleet and smart route planning
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We are within our financial targets range Our goal is to maintain/expand through the cycle MEUR Sales growth and improved gross margins: • Agreement base expansion • Improved base "quality" • Increased agreement retention • Improved customer experience & satisfaction • Dynamic pricing • Improved productivity • Cost control • Successful bolt-on acquisitions 1 443 1 491 1 559 1 579 1 343 1 490 1 575 1 588 18.6% 19.9% 21.0% 21.1% 0 400 800 1 200 1 600 2 000 2 400 2022 2023 2024 Q1 2025 R12M Orders received Net sales Comparable EBITA margin, %
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Q1 Q2 Q3 Q4 Lower sales Price increases implemented Salary/wage increases, and price increases, take effect Holiday period impacts sales but with lower personnel costs Higher sales / unpredictable mix due to project deliveries and agreement invoicing MEUR Consistent quarterly sales and EBITA growth While sequential quarterly figures may be affected by seasonal factors 10% 12% 14% 16% 18% 20% 22% 24% 0 100 200 300 400 500 Q1 Q2 Q3 Q4 Net sales 2021 Net sales 2022 Net sales 2023 Net sales 2024 Comp. EBITA-% 2021 Comp. EBITA-% 2022 Comp. EBITA-% 2023 Comp. EBITA-% 2024
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Industrial Service operating model Empowered frontlines supported by dedicated teams driving continuous improvement People & Culture Finance Commercial & Business Development | Sustainability IT Business Processes & Systems Health, Safety & Environment Legal Modernizations COMMON BA FUNCTIONS Field Service Parts Supply & Service Procurement COMPONENT BRANDS PARTS (ALPHA) Distribution business/indirect channel Brand organization – Demag, R&M, SWF, Verlinde, Donati KONECRANES INDUSTRIAL SERVICE (BETA) End user business/direct channel Sales/service delivery Regional organization AME | EMEA | APAC INDUSTRIAL SERVICE Customer centric Industrial Service & Industrial Equipment front line organization BU SERVICE
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Megatrends and underlying demand drivers Outsourcing Digitalization & automation Artificial intelligence Supply chain realignments Own industry consolidation Sustainability Productivity Safety
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1Industrial crane service market size/market share includes all maintenance services both insourced and outsourced. Service scope based on current Konecranes scope. Not all markets /countries are accessible/addressable. Focused on increasing share in addressable markets and most profitable segments 15-20% TOTAL MARKET SHARE Total market size: ~3.5B€ AME ~15% TOTAL MARKET SHARE Total market size: ~4B€ EMEA < 5% TOTAL MARKET SHARE Total market size: ~7B€ APAC 10% TOTAL MARKET SHARE Total market size: ~15B€ Service footprint covers major markets1
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Sales growth clearly faster than the market1 Comparable EBITA margin of 21-25%2 Our Ambition Raise the benchmark among “industrials” 1 Nominal world GDP growth, IMF World Economic Outlook 2 As soon as possible, but no later than in 2029. Profitability range, depending on the cycle. Technologyleadership Custom erAgreement Base focus Continuousimprovement
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INSPECTIONS, PREVENTIVE MAINTENANCE, PREDICTIVE MAINTENANCE Agreement Sales, Inside Sales New business development and renewals Lead generation ~20% of sales CORRECTIVE MAINTENANCE Inspector, Technician, Inside Sales Advice based on findings and condition monitoring – speed AI driven lead generation ~30% of sales RETROFITS, CONSULTATION SERVICES, MODS, LIFTING EQUIPMENT Service Sales, Inside Sales Consultative selling, analytics driven lead generation ~25% of sales SPARE PARTS & ACCESSORIES Inside Sales, eCommerce Transactional, convenient ~25% of sales1 1 Includes all channels (direct & indirect) Agreement Base underpins 75%-85% of overall service volume Service growth strategy | Focus on Agreement Base growth
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1. Increase market coverage > add new agreements • Differentiated approach by customer segment • Dedicated resources and processes 2. Improve sales & marketing efficiency > expand existing agreements • Sales model evolution • Agreement configuration and renewal process upgrade 3. Enhance customer experience > retain more agreements • Digital experience- unified customer portal • Smart planning • Next generation parts delivery 4. Drive operational excellence > deliver/invoice agreements • Technician recruitment, development and retention • Mobility tools uplift > technician UX/productivity • Documentation/support on demand Driving agreement growth Value per asset and agreement profitability areprioritized AGREEMENT BASE (M€) AGREEMENT VALUE PER ASSET (€) 0 100 200 300 2020 2021 2022 2023 2024 0 100 200 300 400 500 600 2020 2021 2022 2023 2024 +8% Growth rate based on comparable currencies ~6%
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Our differentiated approach by customer segment enables our growth ambitions Customer segment VOLUME SEGMENT MID SEGMENT TOP SEGMENT Local and small with non-critical lifting equipment Mid-size/regional with mixed lifting equipment fleet Large/global with critical lifting equipment Service programs CONDITION > CARE CARE > COMMITMENT Inspections & basic preventive maintenance services Asset management services Preventive/predictive services DIGITAL ECOSYSTEM Strategy Simplification • Streamlined consultation • Customer self-service • Efficiency in sales and service delivery • Cost competitive offering Differentiation • Account management/dedicated resources • Comprehensive service agreements/digital services/predictive maintenance • Tailored solutions based on industry/application requirements • Specialized/advanced services and technologies • Fleet/asset management/prove value
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Future value of account relationship Current value of account relationship High Low High High current value with high growth potential Larger regional/global customers with critical lifting equipment. High current value but relatively lower growth potential Includes customers with Konecranes family assets with non-critical lifting needs. High number of assets with relatively low value Optimize offering and sales/delivery process Customers with non-critical lifting equipment, who look for compliance, ease of buying and low cost. Low current value but with high growth potential Larger regional/global customers with critical lifting equipment. AGREEMENT ASSETS DISTRIBUTION Priority 20% Screen & Select 53% Protect 12% 27KEUR/Agreement* 3KEUR/Agreement* 26KEUR/Agreement* 8KEUR/Agreement* *Agreement values shown are indicative averages We adapt our approachto optimize growth and profitability Plenty of available growth opportunities by developing our current customers Develop 15%
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INSIDE SALES Inside Sales New business development, agreement renewal, follow up on operative quotes Customer Service Digital lead follow-up Sales Support Estimation and technical sales support, sales lead development, offer engineering OUTSIDE SALES Inspector, Technician Advice based on findings, with speed Agreement Sales New agreement-based services and business development ONLINE Digital lead generation Marketing automation Parts eCommerce OUTSIDE SALES Service & Modernizations Consultative and expert selling Transactional Agreement based Consultative and expert Sales and marketing tools that use data and AI support sales automation, covering processes from lead generation to lead qualification and quoting. Key Account Sales Comprehensive service agreements across plants and industry segments, promotion /coordination of entire offering Sales and marketing efficiency Sales model evolution designed to address complexity and customer needs with a streamlined sales, quoting, and delivery process
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Customer Portal • Personalized experience with easy access to all relevant information and services. • Platform for planning, onboarding, assisting decision-making and proactive communication. • Integrated APIs and automated notifications provide seamless, informed interactions. Next gen parts supply • Enabling control of just-in-time deliveries to the optimal location; dropship to the customer, direct to the technician’s home, third party access point, or service depot/site. • E2E supply chain visibility enabling accurate, on time deliveries, backed up by balanced inventories and proactive supplier management. 03 OPTIMIZED DELIVERIES Smart Planning • Scheduled work aligned with technician proximity, skill and material availability. • Optimized for most efficient customer response time. • Assisted planning and smart mobile tools. Customer experience Empowering our customers and personnel with the right information at the right time 01 SEAMLESS INTERACTIONS 02 SMART TOOLS
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Operational excellence Ensuring our personnel have the right tools and information at the right time Tech recruitment • New talent acquisition processes and system to better support our hiring activities. • Relationship management, analytics, and automated candidate-job matching. • Upgrade career pages and integration with external job portals. Service technician AI assistance • A generative AI chat tool provides technicians with real-time support, “how-to" questions and troubleshooting. • Step-by-step instructions, service manuals, SOPs, and videos. • Supports continuous learning through AI-driven insights and recommendations. Mobility tools update • Redesigning technician mobile tools to optimize workflow and enhance user experience. • Immediate notification of the day’s work, possible safety risks and relevant work instructions plus access to relevant work details including standard operating procedures. 03 GUIDED PROBLEM- SOLVING 01 IMPROVED CANDIDATE EXPERIENCE 02 IMPROVED USER INTERFACE
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AI will bring a new wave of productivity improvements Sample of the AI developments implemented and to be deployed Sales & lead generation Predictive Maintenance Engine Live Life Cycle Engine Prototype live AI assisted Agreement renewal Prototype live AI assisted labor and travel hours estimator 2026 Business support processes AI and RPA assisted asset data enrichment Live AI assistance for FSM/CRM users Live June 2025 Service delivery AI assisted RailQ 3D crane runway analysis Live Service technician AI assistance/chat tool Live June 2025 Service request AI assistance Prototype live AI optimized service planning 2026 AI generated inspection warnings 2026 Voice of Customer AI assisted VoC Live
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Enhancing Predictive Maintenance with the Lifecycle Engine The Lifecycle Engine (LCE) enhances the Predictive Maintenance Engine (PME) with AI-driven analytics and rules- based algorithms, providing lifecycle recommendations and supporting service proposal generation. Maintenance plan Based on statutory requirements, OEM recommendations, duty and usage. Agreement/service offer Five-to-10-year lifecycle/maintenance plan with annual inspections and maintenance. New agreement Customer and/or site- specific requirements. DATA INPUT Equipment type Operating environment Duty class and usage Service history DATA INPUT Statutory requirements OEM recommendations LIFECYCLE MODELS CUSTOMER INPUT AI/MACHINE LEARNING INTELLIGENT SALES TOOLS DATA INPUT TRUCONNECT condition monitoring and usage data plus digital products Sales lead/service request Wearing and safety-critical component replacements, general overhauls, and modernizations. PREDICTION MODELS FIELD OPERATIVE ENABLEMENT DATA INPUT Service findings from mobile-enabled technician Service predictions Based on condition monitoring and service data plus OEM recommendations. Maintenance plan execution Technicians perform inspections, preventive maintenance and OEM specific tasks. Assets under agreement SECURE DATA Dedicated, secured Konecranes data storage with analytics Cloud Asset data, service data, statutory requirements and OEM recommendations. Remotely monitored assets Tens of millions of service records Konecranes Portal Crane operation and maintenance information giving transparency and recommendations to the customer. Automated quoting: Facilitates faster turnaround times, reducing costs and enhancing customer satisfaction. Proactive agreement enhancement: Systematically identifies opportunities to refine and expand existing service agreements. Targeted consulting, repair, and retrofit options: Tailored to specific needs and regulatory standards. Key benefits
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Missing hook bolt Missing hook bolt Worn rail RailQ 3D: AI assisted crane runway assessment Reduced reporting times and improved accuracy Provides accurate data on the condition and alignment of the runway through remotely operated high-definition surveying.
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0,0 200,0 400,0 600,0 800,0 1 000,0 1 200,0 1 400,0 1 600,0 1 800,0 2 000,0 Proven business model | continuous improvement | sales acceleration 2024 2029 Sales | Actions well underway Sales growth clearly faster than the market1 1 Nominal world GDP growth, IMF World Economic Outlook Add new agreements Expand existing agreements Retain agreements Deliver agreements New service products Bolt-on acquisitions Market coverage Sales & marketing efficiency Customer experience Operational efficiency Geographical expansion Service growth plan
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Sales growth clearly faster than the market1 Comparable EBITA margin of 21-25%2 1 Nominal world GDP growth, IMF World Economic Outlook 2 As soon as possible, but no later than in 2029. Profitability range, depending on the cycle. Our goal is to maintain/ expand through the cycle. Stay the course. Accelerate the pace. We are within our financials targets range. Technologyleadership Custom erAgreement Base focus Continuousimprovement
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Thank you.
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Industrial Equipment Global leader in sustainable lifting solutions CMD 2025 Marko Tulokas, Business Area President, Industrial Equipment May 2025
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PUBLIC Important notice The following applies to this presentation, the oral presentation of the information in this presentation by Konecranes Oyj (the “Company” or “Konecranes”) or any person on behalf of the Company, and any question-and-answer session that follows the oral presentation (collectively, the “Information”). In accessing the Information, you agree to be bound by the following terms and conditions. This presentation does not constitute an offer of or an invitation by or on behalf of, Konecranes, or any other person, to purchase any securities. The Information is not directed to, or intended for distribution to or use by, any person or entity that is a citizen or resident of, or located in, any locality, state, country or other jurisdiction where such distribution or use would be contrary to law or regulation or whichwould require any registration or licensing within such jurisdiction. The Information contains forward-looking statements. All statements other than statements of historical fact included in the Information are forward-looking statements. Forward-looking statements give the Company’s current expectations and projections relating to its financial condition, results of operations, plans, objectives, future performance and business. These statements may include, without limitation, any statements preceded by, followed by or including words such as “target,” “believe,” “expect,” “aim,” “intend,” “may,” “anticipate,” “estimate,” “plan,” “project,” “will,” “can have,” “likely,” “should,” “would,” “could” and other words and terms of similar meaning or the negative thereof. Such forward-looking statements involve known and unknown risks, uncertainties and other important factors beyond the Company’s control that could cause the Company’s actual results, performance or achievements to be materially different from the expected results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the Company’s present and future business strategies and the environment in which it will operate in the future. The Information, including but not limited to forward-looking statements, applies only as of the date of this document and is not intended to give any assurances as to future results. Market data used in the Information not attributed to a specific source are estimates ofthe Company and have not been independently verified.
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PUBLIC Global leader in sustainable lifting solutions Covering a full range of industrial applications Dual channels to market Sales by channel – no. of hoists Direct 35% Indirect 65% Indirect distribution Direct to end users Rope hoistsElectric chain hoists Jib cranes Standard cranesLight crane systems Hoist platforms across all brands 20% Specialized equipment 80% Standard equipmentMonetary volume breakdown Direct and indirect Winches Process cranes Efficient, comprehensive offering with economies of scale Lifecycle offering Konecranes Lifecycle Services and Sustainable Lifting Solutions *Aligned with the CarbonNeutral building certification in accordance with The CarbonNeutral Protocol Carbon neutral* manufacturing in Finland 100% renewable electricity in manufacturing sites Design for Environment in product development
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PUBLIC Industrial Equipment operating model Focused on maximizing our market coverage and optimizing the lifecycle approach Technology Commercial Excellence Standard Equipment Solutions & Warehouse Automation Konecranes Industrial Equipment 1 global brand – direct to end-user 50+ countries Full lifecycle offering Component brands 5 power brands – indirect distribution 80+ countries 1000+ partners
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PUBLIC Strong financial performance in recent years • Simplified go-to-market model • Streamlined wire rope hoist product portfolio • Successful pricing strategy • Rigorous product cost management • Solid project execution We have successfully executed our profitability improvements and reached our target range Note: In the beginning of 2024, Konecranes made changes in reporting Industrial Equipment's order intake and net sales. The change also impacts Industrial Equipment’s relative profitability. Year 2023 figures presented have been restated and are fully comparable with the current year figures. Earlier years have not been restated. MEUR 1 392 1 354 1 264 1 309 1 206 1 256 1 289 1 300 2.7% 7.0% 9.0% 8.6% 0 400 800 1 200 1 600 2 000 2 400 2022 2023 2024 Q1 2025 R12M Orders received Net sales Comparable EBITA margin, %
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PUBLIC Seasonality effect in the Industrial Equipment business Driven by customer buying behavior, European vacation season, project nature of crane business MEUR Q1 Q2 Q3 Q4 Lower sales, result impacted by under-absorption, price increases implemented, normally higher component order intake Salary/wage increases, and price increases start to take effect, post price increase orders slow down Holiday period impacts sales but with lower personnel costs Higher sales, but unfavorable mix due to high labor projects typical -4% -2% 0% 2% 4% 6% 8% 10% 12% 0 50 100 150 200 250 300 350 400 Q1 Q2 Q3 Q4 Net sales 2021 Net sales 2022 Net sales 2023 Net sales 2024 Comp. EBITA-% 2021 Comp. EBITA-% 2022 Comp. EBITA-% 2023 Comp. EBITA-% 2024
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PUBLIC 1 Not all parts of the Chinese market are addressable – nor are western maintenance practices followed throughout. Same comment may apply to other developing markets. 2 Market share of CTO/WRH includes estimated crane volume from sold hoists through the Alpha channel. 15% of sold solo hoists are assumed to be for replacement purposes and a crane would need in average 1.15 hoists. 15% TOTAL MARKET SHARE Industrial Equipment market Equipment market share is adjusted for hoist and component packages sold through Alpha channel i.e., equivalent “crane units.” Market size: 3B€ 5-10% MARKET SHARE Process cranes Light lifting equipment ~10% MARKET SHARE Market size: 3B€ Market size: 5B€ 20-25% MARKET SHARE Standard cranes/ rope hoists1 Focused onincreasing market share in established markets and selectively in existing white spots Total market size: ~10B€
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PUBLIC 2025 market outlook remains stable while volatility between regions and industries increases Supply chain realignment and increasing automation driving long- term growth in Americas. Short-term financial policies increase volatility. European manufacturing sector recovery is expected although there are timing related uncertainties. Sustainability agenda driving investments in power, automotive and metals. APAC region drives technological innovation Industrialization of India and South-East Asia supports demand. Chinese competition increases competition in the market. -2% -1% 0% 1% 2% 3% 4% 5% 6% 7% 8% 0 500 1000 1500 2000 2500 3000 3500 4000 4500 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 -4% -3% -2% -1% 0% 1% 2% 3% 4% 5% 6% 7% 0 100 200 300 400 500 600 700 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 -6% -5% -4% -3% -2% -1% 0% 1% 2% 3% 4% 5% 6% 7% 0 100 200 300 400 500 600 700 800 900 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Safety ProductivitySustainabilityDigitalization & automation Emerging market competition Supply chain realignments AMERICAS EMEA APAC
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PUBLIC Sales growth in line with the market1 Comparable EBITA margin of 8-11%2 Our Ambition Continuously outperform industrial lifting companies and drive sustainable lifecycle approach 1 Nominal world GDP growth, IMF World Economic Outlook 2 As soon as possible, but no later than in 2029. Profitability range, depending on the cycle. Lifecycle offering Dual-channelapproach Platformefficiency Konecranes Lifecycle Services and Sustainable Lifting Solutions
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PUBLIC 0,0 % 2,0 % 4,0 % 6,0 % 8,0 % 10,0 % 12,0 % 14,0 % 16,0 % 0 500 1 000 1 500 2 000 2 500 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Profitability focus Go-to-market model simplification and rationalization of business and product portfolio. Next generation launch Renewal of core-products, digitalization of offering, and supply chain transition. Fully streamlined for growth Optimized channel presence, product portfolio and supply chain simplified for maximum leverage, connected and collaborative equipment. Business transition proceeding from profitability focus to growth phase Net sales Comparable EBITA margin %
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PUBLIC Go-to-market model streamlined Further opportunities for expansion in market coverage, channel optimization and positioning End user channel > Beta End users Distribution channel > Alpha Crane builders, distributors, component integrators End users End user channel country Distributors
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PUBLIC PRODUCT OFFERING PLATFORMS 2018 PLATFORMS 2024* PLATFORMS 2027* COMMENTS Electric Chain hoists 4 3 1 New platform for Demag launched. Proceeding with new generation launch. Light crane Systems 3 1 1 Harmonization to Demag KBK platform complete. Focusing on sales tools and enhancing local availability. Standard wire rope hoists 6 2 1 New Konecranes S-series hoist launched in EMEA. Launches in APAC and AME in 2025 proceeding as planned. Winches 7 5 3 Modularization of platforms progressing. Standard cranes 2 1 1 Konecranes X-series crane launched in EMEA. 3rd generation sales tools launched. *Main platforms. Excluding, local, small volume variants Success in portfolio and business model simplification as planned
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PUBLIC Konecranes X-series crane Konecranes S-series low headroom hoist Konecranes KBK free-standing structure Konecranes D-series electric chain hoist Konecranes EX C-series electric chain hoist for Zone 1/2/21 5t belt hoist Konecranes KBK A28 aluminum profile 2024 2025 EMEA US/CA LATIN AMERICA APAC Product launches under way as planned and portfolio conversion in process
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PUBLIC AME AME 0 20 40 60 80 100 120 140 160 180 Actual New rope and chain hoists launched in 2024 Channel expansion proceeds during 2025 EMEA APAC 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 0 0 0 0 0 1 1 1 1 1 1 2019 2020 2021 2022 2023 2024 2025 2026 New ECH Traditional Demag ECH Conversion Introducing new products in the lifting industry is a multiyear program to complete the entire range Rope hoist product launch Chain hoist product launch
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PUBLIC Crane supply production site Component supply production site Hybrid crane/component supply production site We continuously evaluate our manufacturing footprint AME EMEA APAC Crane Supply 3 3* 6* Component supply Winches 1 1 1 Wire rope hoists 1 Light lifting equipment 1 Global hub Regional hubs • Crane manufacturing capacity adjusted to demand. • Component manufacturing concentrated in global and regional hubs. • Regional footprint creates resilience amidst geopolitical or market turbulence. Regional hubs supply multiple products and platforms. Crane factories in US and China are co-located with component factories. *Stopped crane manufacturing in France, Singapore, Malaysia and South-Africa; right-sized India; refocused Wetter, Germany plant; invested in intra-logistics and optimized material flow
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PUBLIC The future of material handling is collaborative equipment Active safety & continuous productivity improvement 01 PRECONFIGURED EQUIPMENT Brains on board—straight from the factory. 02 TRAIN THE CRANE Customization on site. 04 OVER-THE-AIR UPGRADES Easy updates when the need arises. 03 USAGE-BASED SUBSCRIPTIONS Easy access to the latest technology and services 03 DIGITAL TWIN & REAL-TIME MONITORING Enhanced safety and operational efficiency. 06 SUSTAINABLE SERVICE & LIFECYCLE MANAGEMENT Smart asset management. 06 SEAMLESS CONNECTION TO PROCESSES & SYSTEMS End-to-end workflow efficiency. 05 AUTONOMOUS LOAD HANDLING Collaborative equipment 01 PROACTIVE OPERATOR ASSISTANCE Digital coaching for higher performance and safety. 02 REAL-TIME WORK AREA MONITORING Dynamic risk mitigation. 05 ACTIVE SAFE SPACE TECHNOLOGY Real-time hazard prevention. 04 DATA BASED PROCESS IMPROVEMENT Aligning technical solutions with business outcomes. From basic to advanced products From advanced to integrated solutions
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PUBLIC 0,0 20,0 40,0 60,0 80,0 100,0 120,0 140,0 160,0 Equipment profitability improvement plan COMP. EBITA 2022 Business Transformation Sales leverage and pricing 2024 Next Generation Products Operating model & productivity Growth & Sales leverage Latest in 2029 2.7% 8-11% Notes: 1 Assumes comparable currencies – not inflation adjusted. Actions largely completed Some execution remains Profit impact visible and building Actions on-going Impact not yet visible 9.0% Footprint optimization Intra-logistics Platform harmonization Sales model evolution Price management Operating model & go-to-market simplification EUR 40-50m
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PUBLIC Stay the course. Accelerate the pace. Market coverage • Expand geographical coverage • Broaden segment coverage • Optimize go-to-market model 1 Nominal world GDP growth, IMF World Economic Outlook. 2 As soon as possible, but no later than in 2029. Profitability range, depending on the cycle. Supply chain resilience • Crane and component supply efficiency and agility • Supplier base resilience Sales growth in line with the market 1 Comparable EBITA margin of 8-11% 2 Portfolio renewal • Renew wire rope hoist portfolio and expand portfolio • Complete new electric chain hoist roll-out > streamline platforms • Modular, flexible process crane offering • Execute the Vision: Collaborative, connected material handling
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Thank you.
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Port Solutions Western leader in cargo handling CMD 2025 Tomas Myntti, Business Area President, Port Solutions May 20, 2025
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PUBLIC Important notice The following applies to this presentation, the oral presentation of the information in this presentation by Konecranes Oyj(the “Company” or “Konecranes”) or any person on behalf of the Company, and any question-and-answer session that follows the oral presentation (collectively, the “Information”). In accessing the Information, you agree to be bound by the following terms and conditions. This presentation does not constitute an offer of or an invitation by or on behalf of, Konecranes, or any other person, to purchase any securities. The Information is not directed to, or intended for distribution to or use by, any person or entity that is a citizen or resident of, or located in, any locality, state, country or other jurisdiction where such distribution or use would be contrary to law or regulation or whichwould require any registration or licensing within such jurisdiction. The Information contains forward-looking statements. All statements other than statements of historical fact included in the Information are forward-looking statements. Forward-looking statements give the Company’s current expectations and projections relating to its financial condition, results of operations, plans, objectives, future performance and business. These statements may include, without limitation, any statements preceded by, followed by or including words such as “target,” “believe,” “expect,” “aim,” “intend,” “may,” “anticipate,” “estimate,” “plan,” “project,” “will,” “can have,” “likely,” “should,” “would,” “could” and other words and terms of similar meaning or the negative thereof. Such forward-looking statements involve known and unknown risks, uncertainties and other important factors beyond the Company’s control that could cause the Company’s actual results, performance or achievements to be materially different from the expected results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the Company’s present and future business strategies and the environment in which it will operate in the future. The Information, including but not limited to forward-looking statements, applies only as of the date of this document and is not intended to give any assurances as to future results. Market data used in the Information not attributed to a specific source are estimates ofthe Company and have not been independently verified.
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PUBLIC Western leader in cargo handling Quay side Apron Container Yard Land side From Ship-to-Shore (and vice-versa) From quay side to yard with horizontal transport To container storage yard to await next move From port to inland, rubber- to-rail in intermodal (and vice-versa) Equipment 82% Services 18% > 4,700 TRUCONNECT connections Eco portfolio = fully electrified and hybrid new equipment 66% Sales breakdown, 2024 Eco portfolio share of sales, 2024 Moves What Matters in container handling Connected assets Widest and deepest offering in container handling Complete shipyards offering and range for bulk and general cargo Automation and software with intelligent material handling solutions Services dedicated to ensure efficiency and sustainability across entire fleets
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PUBLIC 4 We have successfully executed our strategy and reached our financial target range Strong financial performance in recent years • Sales growth supported by strong order book • Sales execution and project management excellence • Pricing management and strict cost control • Significant growth in core product offering • Efficient and scalable operational model 1 655 1 468 1 351 1 445 1 015 1 371 1 522 1 573 6.3% 7.5% 9.3% 9.6% 0 400 800 1 200 1 600 2 000 2 400 2022 2023 2024 Q1 2025 R12M Orders received Net sales Comparable EBITA margin, %MEUR
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PUBLIC Megatrends and market dynamics shaping our industry today SERVICE Service demand outpaces equipment growth AUTOMATION Automation growth exceeds general market growth GEOPOLITICS present us with both opportunities and threats CONSOLIDATION ~75% of container throughput handled by Global Terminal Operators (GTOs)1 GDP Global container volumes continue to follow the GDP development 1Source: Drewry Maritime Shipping
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PUBLIC 6 Container volume drives Port Solutions’ long-term demand 0 200 400 600 800 1 000 1 200 1 400 1 600 1 800 2 000 1/20 1/21 1/22 1/23 1/24 1/25 PS Orders, R12M Container throughput 2022-H2/2023: Realization of key customers long-term investments / post-COVID demand Container throughput remains on a high level and is expected to grow in the coming years. Short-term economic cycles have a limited impact on Port Solutions’ customer long-term plans. Quarterly order intake fluctuation is normal to Port Solutions business. Source : RWI/ISL
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PUBLIC Automation increasing due to • Lack of available space • Labor shortage • Improved predictability • Performance and safety improvements • Electrification trend, goes hand-in-hand • OPEX savings • Capability to automate any product Automation growth expected to exceed market growth LARGE AUTOMATED TERMINALS GREEN FIELD PROJECTS BROWNFIELD CONVERSIONS
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PUBLIC 8 Geopolitics reshape individual markets and provide new opportunities for Port Solutions Changing operating environment in the USA Highly dynamic tariff situation with major trading partners Greater emphasis on pro-US policies (e.g., industrial reshoring) Shifting global trade flow patterns Greater diversification of trade partners and "regionalization" of trade Rising prominence of APAC countries (outside of China) fueled by economic growth Rise in intermodal from regionalization Shift from long-haul trade to regional supply chains due to economic and political shifts Intermodal market set to triple by 2030, fueled by rising intra- regional trade
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PUBLIC Sales growth clearly faster than the market1 Comparable EBITA margin of 9-11%2 Our Ambition The benchmark in cargo handling 1 Nominal world GDP growth, IMF World Economic Outlook 2 As soon as possible, but no later than in 2029. Profitability range, depending on the cycle. Widest anddeepestoffering GrowthinPortAutomation andServices Growthineco-portfolio andretrofits Supervised operation anual operation Smart features utomated operation
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PUBLIC We have grown significantly in our core offering and have good future expansion potential 1Total market including in-house 2Yard cranes: ASC and RTG combined 3Container handling equipment and medium and heavy forklift trucks Service AGV Yard cranes Lift trucks Mobile harbor cranes Straddle carriers Market trend Ship to Shore cranes #2 #1-2 #1-2 #2-3#1-2 #1-2Konecranes position #2-3 (in key markets) New service locations Bolt-on M&A Enhanced offering Key orders (HHLA, APMT, Euromax) Strategic wins (3rd party conversions: London and Cartagena) On track with electrification with product launches Complete transformation to new MHC family New design with all power options incl. battery Key Business Achievement Remote STS delivered to Copenhagen CMP Supply chain for the US ~8-9 B€1 ~0.3 B€ ~1.5 -2 B€2 ~2.0 B€3~0.8 B€ ~0.5 B€Market size ~2,5 B€
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PUBLIC We capture the high potential in container terminal automation Growth path to automation Deepest expertise Widest installed base, connected anyBrand Selected case examples: Path to Port Automation More boxes per operator 1. Port of Virginia automated yard cranes Port of Virginia, USA 2. First terminal to operate different ASC automation platforms DP World London Gateway, UK 3. ARTG retrofit of existing Konecranes RTGs PSA Baltic hub Gdansk, Poland
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PUBLIC Second AGV site in the world Hamburg, 98xAGV CTA Terminal First Li-Ion AGV site Hamburg, 25xAGV Establishing ARTG in Europe Leixões, 6xARTG First beam - design ASC site Antwerp, 54xASC Antwerp Gateway Establishing leadership Rotterdam, 96xAGV Euromax Terminal First AGV site in the world Rotterdam, 296xAGV Delta Terminal Complete yard automation Rotterdam 32xASC, 18xCASC, 59xLift AGV Establishing ARTG in Europe Liscont, 6xARTG Extending the benchmark Felixstowe, 17xARTG (automated gantry) Full ARTG brownfield solution Gdansk, 10+15 ARTG (new+retrofit) Establishing ARTG in Europe Gävle, 6xARTG Full ASC brownfield solution London, 18+60 ASC (new+retrofit) London Gateway 2 2 5 2 1 1 First supervised RRTG in U.S.A. Balitmore, 15xRRTG First brown field site in the U.S.A. New Jersey, 20xASC Extending the benchmark Virginia, VIG 26xASC First AGV site outside Europe Long Beach, 102xAGV First ARTG system delivery Semarang, 20xARTG First ASC site in Asia Surabaya, 20xASC Second ARTG site Kuala Tanjung 8xARTG First ASC site in the Middle East Abu Dhabi, 52xASC +TOS First ASC site in the Mediterranean Barcelona, 54xASC First ASC site in Australia Brisbane, 6xASC Extending the benchmark Abu Dhabi, 54xASC First TOS to automated terminal Israel, Complete A-system Extending the benchmark Mejillones, 3xASC 1 1 3 2 1 1 2 2 2 1 1 Third ARTG site Medan 12xARTG Increasing the lead Rotterdam, 72xLift AGV Extending the benchmark Virginia, NIT 60xASC 36xASC NIT N First ASC site in the U.S.A. Virginia, 30xASC Second ASC site in Australia Sydney, 12xASC 65% OF ALL THE WORLD’S AUTOMATED CONTAINER TERMINALS RUN WITH KONECRANES
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PUBLIC Selected case examples: Growing electrification eco-portfolio powered by Konecranes technology platform Capturing the high potential in Zero Tailpipe new mobile equipment, and in fleet conversions Path to Ecolifting Less CO2 per move 1. First fully battery powered RTG GCT Vanterm terminal, Canada 2. All electric Gen 6 MHC cranes with battery drive Port of San Diego, USA 3. Ongoing electrification initiative for full electric portfolio
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PUBLIC 14 Our aim is to grow Port Services clearly faster than market Boosting eCommerce & digital channels Expanding geographic footprint Increasing own and anyBrand fleet Harnessing data for advanced offering and digital services Extending sustainability & automation retrofit offering Bolt-on M&A 18% Share of sales ~10% Sales CAGR 2022-2024 23 countries with own operations Growing network of service partners and LFT distributors Bolt-on M&A: Case Peinemann (2024) Extensive experience as maintenance partner in Europe’s largest Port in Rotterdam Key provider of mobile equipment in Rotterdam area Konecranes fleet in the Netherlands > 1,500 assets
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PUBLIC Our Intermodal growth ambitions are supported by market growth expectations We are well-positioned to deliver benefits to intermodal …by scaling proven technologies and services Port Services Path to Port Automation Path to Ecolifting Supervised operation anual operation Smart features utomated operation Global intermodal transport expected to grow 3x by 2030 Intermodal transport market value ($B) ~42 ~110 2022 2032e +162% Source: European Court of Auditors; Expert interviews
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PUBLIC 0,0 200,0 400,0 600,0 800,0 1 000,0 1 200,0 1 400,0 1 600,0 1 800,0 2 000,0 2024 2029 Sales growth clearly faster than the market1 1 Nominal world GDP growth, IMF World Economic Outlook Boost Service Business Core businesses Automation Geographical expansion Port Solutions growth plan
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PUBLIC 1 Nominal world GDP growth, IMF World Economic Outlook. 2 As soon as possible, but no later than in 2029. Profitability range, depending on the cycle. Sales growth clearly faster than the market 1 Comparable EBITA margin of 9-11% 2 Widest and deepest offering fits any customer • Of any size: small, regional and global • In any place • t any stage of customer’s developing needs Financial targets remain unchanged: Investments in growth • Automation • Electrification • Service • Intermodal • Supply chain Readiness for geopolitical dynamics Well-positioned to capture growth
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Thank you.