Slides
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September 8, 2026
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Sustainable Development François Clément-Grandcourt, Chief Business Development, Sustainability & Public Affairs Officer Agenda of the day Strategic Ambition Rob Versloot, Chief Executive Officer Categories David Cabero, Chief Growth Officer North America Haven Cockerham, Chief Commercial Officer, North America International Markets Alina Asiminei, Chief Commercial Officer, International Transformation and Financial Ambition Grégory Lambertie, Chief Financial & Digital Officer Conclusion Rob Versloot, Chief Executive Officer 2
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3 Strategic Ambition Rob Versloot, Chief Executive Officer
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BIC has solid foundations Legendary brand Iconic products World-class distribution Amazing manufacturing capabilities Passionate professionals 4
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A consistently sound financial profile We must change to renew with success What happened in the last 10 years? Flat net sales Declining volumes Declining profitability Solid financial structure Sustained shareholder returns 5
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This is what we need to fix Underinvestment in brand support and commercial execution Lack of focus on core business Unnecessary organizational complexity Slow commercial innovation 6
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All we see is opportunity Stationery Lighters Shavers Brushes BIC’s market share 8% global market share 9% global market share 7% global market share 6% global market share Source: Based on global data providers and BIC estimates. Notes: Market share in value for Stationery, Shavers and Brushes. Market share in Volume for Lighters, reliable market sizing being based on data available in units only. 7
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Our priorities are clear Full focus on organic growth Reinvesting in brand awareness & commercial execution Transforming our organization and ways of working 8
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A sharper model for growth Penetration Physical Availability Mental Availability Product & Portfolio - Siloed brands & sales thinking - Market-by-market strategic vision - Intuition-led decisions - Reactive innovation - Unified commercial language - Science-backed frameworks - Global capacity, local execution - Demand-led innovation 9 TO A common penetration-led growth model to win more buyers and to deliver faster more consistent growth FROM Fragmented approach marketing, niche targeting, tactical promo-reliance
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Beautiful, better everyday essentials. Become the leader of Our mission 10
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11 11 The reset is already underway (1) Excluding Directors representing the employees Exit of non-core and underperforming activities • Disposal of Cello business • Divestment of Skin Creative activities and Rocketbook Simplified Operating Model • New organization in place • Agile category-led, market- executed model H1 2026 momentum • Net sales organic growth of +1.7% • Adjusted EBIT margin of 16.0% • Free cash flow generation of €64m Renewed Governance • Board of Directors renewed at 70% in 2025(1) • New leadership team Tangle Teezer fast and successful integration • Double-digit net sales performance since acquisition 11
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Stationery Segment leader Lighters Category champion Shavers Challenger Brushes Category builder Developed Developing Turnaround White spaces Where to play? 4 categories 4 country archetypes 12
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Portfolio How to win? Brand Geographical Expansion InnovationDistribution 13
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14 14 A How to win? Focus on core portfolio and penetration 14
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15 15 A How to win? 15 Drive mental availability through increased brand support 15 The visuals presented here are directional concepts intended to illustrate a creative vision. They do not constitute a final version or any contractual commitment. Their content, design, and features may be subject to change.
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A How to win? Improve physical availability through channel development 16
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17 17 A How to win? Conquer new markets through geographical expansion 17
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18 18 LO How to win? Reignite our commercial innovation engine, selectively 18
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Brand leadership Consumer centricity Commercial excellence World-class supply chain Digital capability CircularityAgile and fit-for-purpose organization Strategic enablers to fuel our growth 19
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Building on a sharper operating model Global category-led strategy Stationery Lighters Shavers Brushes Global brand & strategy Product portfolio management Innovation Manufacturing Local commercial execution Distribution & customer portfolio Brand support and activation Customer relationship & service excellence Commercial strategy & go-to-market 20
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2030 Ambition Mission Strategic enablers How to winWhere to play Become the leader of beautiful, better everyday essentials. Portfolio Brand Innovation Developed Turnaround Developing White spaces Brand leadership Consumer centricity Commercial excellence World-class supply chain Agile and fit-for-purpose organization Circularity Organic net sales CAGR c.3% Adjusted EBIT Margin >15.5% Free Cash Flow generation in 2030 >€250m Dividend payout ratio (% of Adj. EPS) 40 to 50% Digital capability Stationery Segment leader Lighters Category champion Shavers Challenger Brushes Category builder 21 Cumulative Free Cash Flow 2027-2030 €900-950m Geographical expansion Distribution
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22 Categories David Cabero, Chief Growth Officer
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Beautiful, better everyday essentials Beyond Hero Products 23
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• Boost penetration & fuel growth • Elevate the brand to drive value • Improve profitability • Maximize visibility in developed markets • Unlock growth in developing markets • Increase preference through brand & portfolio • Extend from core with innovation • Drive brand awareness and convert high-value consumers • Refine core portfolio & packaging, increase visibility • Prioritize growth pockets with optimized go-to-market strategy • Grow core non- refillables • Enlarge footprint through distribution gains and consumer conversion • Premiumize by entering the refillable segment Four categories, four action plans Finance Global Procurement Legal & Compliance Technology & Digital Group Internal Audit M&A Group Transformation 2030 Must win battles Stationery Lighters ShaversBrushes 24
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1/3 1/3 1/3 1/ Diversify geographical footprint 2/ Optimize portfolio 3/ More focus on growing channels SKU rightsizing Rebalancing portfolio on strategic priorities Reducing long -tail complexity Discounters E-commerce Traditional trade Three common levers to win across categories 25
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Stationery 26
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Transforming Stationery into a value- creative category Key category features Value opportunities for BIC Mature category dynamics, especially in developed markets Fragmented competitive landscape, with many regional players Volume-sensitive economics Constrained innovation possibilities Chase volumes in developing markets Chase value in developed markets Capture pockets of growth by expansion in new channels Increase product desirability to leverage BIC’s unique scale and brand strength 27
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Grow penetration and elevate the brand AMBITION MUST-WIN BATTLES Elevate the brand to drive value Improve profitability Boost penetration & fuel growth Turn Stationery into a value creative category to improve cash generation 28
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Ambition into action: Portfolio strategy Increased penetration & value growth Portfolio simplification Animation & innovation Volume growth Value growth Developing markets Eastern Europe Mexico Brazil USAWestern Europe Collabs Licenses Art Events Trends BIC Vibbies Core range Long-tailLong-tail 29
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Lighters 30
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Defend Lighters’ strongholds, capture more share Key category features Value opportunities for BIC Fragmented category, with 90% of volumes outside BIC Developed markets require strong channel discipline and visibility Growth pools are shifting towards geographical white spaces Impulse-driven consumer preference Capture share from non-BIC volumes through increased penetration and physical availability Defend margin contribution in strongholds (incl. US) Expand volumes through targeted route- to-market and brand investment Increase portfolio desirability to drive consumer appeal 31
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Be seen, be there, be desired AMBITION MUST-WIN BATTLES Unlock growth Developing markets Increase preference Brand & Portfolio Maximize visibility Developed markets Drive profitable growth across most regions through penetration and animation Be thereBe seen Be desired 32
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Driving growth through core designs and innovation 40% of purchases are Impulse Design is the key Trigger Source: Shopper Study – AVENIR FOCUS – 2025 EUROPE – TT & CVS Ambition into action: Decor strategy Premium Decors Core Range 33
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Shavers 34
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Accelerate in non-refillable Shavers & expand into refillables Key category features Value opportunities for BIC Larger and faster-growing value pools are outside of BIC perimeter Female shaving is a growth pocket Low BIC market share in refillable shavers (c.60% of the wet shave segment) Emerging new usages and shaving occasions Grow penetration in core non-refillables Leverage female shaving growth Build BIC presence in premium systems in select markets Innovate and extend the portfolio to answer consumer needs 35
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Drive both volume and value growth AMBITION MUST-WIN BATTLES Premiumize by entering refillables Enlarge footprint Grow core non-refillables Be the brand of choice for savvy consumers who know great shaving performance doesn’t have to cost a fortune 36
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Ambition into action: Build brand preference The right channels & partnerships Point of purchase excellence The right message 37
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Brushes 38
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Tangle Teezer: strong momentum since acquisition Double-digit growth every quarter Leading market positions in key regions Robust execution on key products Exceptional brand awareness and consumer sentiment Manufacturing & supply chain synergies on track Successful media campaigns and key partnerships 39
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Scaling Brushes as a premium growth platform Key category features Value opportunities for BIC Highly fragmented category Value is concentrated in premium segments Category growth driven by brand desirability and performance E-commerce and premium channels are reshaping the market Build a leadership position in premium brushes Prioritize E-commerce and premium channels Support Tangle Teezer’s unique brand image through impactful partnerships Scale selectively in priority markets and channels 40
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Brand-led innovation to build a global champion AMBITION MUST-WIN BATTLES Become the undisputed global market leader in brushes 41 Extend from core with innovation Drive brand awareness and convert high- value consumers Refine core portfolio & packaging and increase visibility Prioritize growth pockets with optimized go-to- market strategy
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Extend from the core, with brush innovation & animations 42
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Categories define the strategy. Regions deliver local commercial execution. 43
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Regions Haven Cockerham, Chief Commercial Officer, North America Alina Asiminei, Chief Commercial Officer, International
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One BIC Commercial Planning WHERE TO PLAY KEY GROWTH ENABLERS International Markets Scale penetration. Recruit new consumers North America Strengthen the core. Scale new growth REGIONS CHANNELS CATEGORIES COUNTRIES CHANNELS CATEGORIES Developing Developed White spaces Turnaround Modern Mass Traditional Discount E-commerce Stationery: Portfolio simplification, tiering Lighters: Market share, affordability, visibility Shavers: Brand, tiering Brushes: Penetration, visibility, innovation Developed (US & Canada) Modern Mass Traditional E-commerce Stationery: Protect core, improve profitability via new channels Lighters: Stabilize core & unlock new growth in emerging channels Shavers: Accelerate core non -refillables & innovate into refillables Brushes: Drive visibility and push innovation Grow penetration Earn our margins. Simplify relentlessly. Supply chain optimization and commercial capability building IT Transformation through digital and systems unification Brand support and activation to boost innovation Upskilling people through new leaderships and capabilities Counterfeit defense to protect the BIC brand and drive growth 45
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North America Haven Cockerham, Chief Commercial Officer, North America
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Strengthen the Core, unlock new growth avenues Transform North America into a penetration-focused growth engine for BIC STRATEGIC APPROACH STRATEGIC PRIORITIES Strengthen the Core while scaling new growth platforms • Protect the Core • Improve profitability through animation in premium channels Stationery Lighters Shavers Brushes • Stabilize the Core • Unlock growth in new channels • Accelerate growth in core non-refillable shavers • Innovate to tap into the refillable shavers’ segment • Distribution expansion • Drive visibility • Push innovation 47 A roadmap to rebuild penetration and improve profitability
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North America: Road to 2030 • Expansion beyond the Modern Trade channel • Untapped innovation potential • Large product portfolio to be streamlined • Commercial capabilities to be enhanced • Scaled growth in new channels • Consumer insight-led innovation • Leveraging iconic products • New leadership, structure and capabilities Potential to unlock BIC’s destination 48
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Our plan for the US lighter business Leading market position & exceptional brand awareness Whitespace segment unlock through winning innovation Unmeasured channel opportunity is large & scalable Enhanced selling & in-store execution capabilities in unmeasured channels Protect our brand & consumers via systematic anti-counterfeit defense Manufacturing & supply chain yielding superior quality and safety 49 Defend & strengthen the core while scaling new growth platforms
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Returning North America to growth Clear category roles in the transformation 50 Stationery Improve profitability Lighters Profitable growth Shavers Invest to grow Brushes Invest to grow Elevate portfolio desirability in new channels Drive assortment & visibility in Traditional Trade + Defend core in Modern Trade Refreshing core non-refillables + Expand in premium refillables Grow penetration & innovate
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International Markets Alina Asiminei, Chief Commercial Officer, International
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Grow Penetration, recruit new consumers Build a scalable penetration-led growth engine delivering growth and improved profitability across markets STRATEGIC APPROACH STRATEGIC PRIORITIES • Tiering • Portfolio simplification • Pricing power Stationery Lighters Shavers Brushes • Market share • Affordability • Visibility • Brand • Geographical expansion • Tiering • Penetration • Visibility • Innovation Penetration first and sustainable growth Recruit more buyers through availability, affordability and visibility. Margin-resilient growth Improve mix, pricing and portfolio quality. Execution excellence Deliver superior availability, service and forecast accuracy. 52
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International markets: Road to 2030 • Heterogeneous growth profiles across countries • Siloed country-led execution strategy • Large portfolio to be streamlined • Scalable repeatable growth engines • Simpler execution • Leveraging iconic products Potential to Unlock BIC’s Destination 53
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Well-defined roadmap for growth across geographies White-space: growth engine Asia Developing: Penetration engine Africa Turnaround Mexico Developed / Developing: Scale & Optimization Europe Developing: scale-up Central & South America Developed: optimization Oceania 54 1 Win in Growth Channels 2 Strengthen Route To Market 3 Brand & Pricing Power 4Simplify Portfolio 5 Build Strong Value Retail Propositions 6 Innovation
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Shavers’ market penetration +5 percentage points BIC shavers’ penetration +16 percentage points BIC shavers’ volumes sold x2 Brazil: A successful model to replicate Since 2019 2019 2020 2021 2022 2023 2024 2025 Market shavers Penetration BIC shavers Penetration Relative Penetration BIC shavers volumes 55
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Developing markets: An untapped and unlimited potential Millions more consumers to recruit at scale Double-digit net sales CAGR to 2030 1/ Expand availability Be where consumers buy • Go-to-market expansion • More feet on the ground • Traditional trade execution 2/ Increase affordability Win the first purchase • Entry price points • Smaller packs and formats • Local sourcing / manufacturing 3/ Scale execution Build a repeatable engine • Salesforce automation • Reliable supply chain • Distributor capability 56
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Sustainable Development François Clément Grandcourt, Chief Business Development, Sustainability & Public Affairs Officer 57
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Sustainable Development priorities Innovate everyday essentials for a CIRCULAR future Embed CLIMATE action in how we do business Put PEOPLE first in our communities, products, and workplaces Piloting and ramping up circular economy in all BIC categories Creating a more resilient business Building trust through safety and fairness 58
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Unlocking value through circularity BIC products are durable and designed to be fit-for-circularity Full in-house product design and manufacturing, allowing to disassemble at scale complex products and extract pure raw materials 10+ years of R&D track record in partnership with renowned scientists We will deploy our lighter collection streams at full scale in France in 2027 59
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Scaling circularity through 2030: Key milestones 2027 2028-2029 2030 Deployment of BIC’s lighter collection streams at full scale in France Conduct circularity pilots in other countries and for other BIC categories creating less dependency on raw material suppliers Scale lighter collection to other countries and leverage BIC’s capabilities to provide end-of- life collection and disassembly beyond BIC products 60
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Transformation and Financial Ambition Grégory Lambertie, Chief Financial & Digital Officer 61
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BIC’s value creation plan Actions already initiated and yielding early results Leverage and invest in BIC’s key pillars Simplify, transform, and drive operating leverage Targeted and ROI- driven investments to support penetration and brand awareness Improve profitability and cash generation Renew with growth 62
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Our 2030 ambition Drive long-term growth Improve margin profile Strengthen cash generation profile Disciplined capital allocation c.3% 2026-2030 Organic net sales CAGR >15.5% Adjusted EBIT Margin >€250m Free Cash Flow €900-950m Cumulative FCF over 2027-2030 40 to 50% Dividend payout ratio (% of Adj. EPS) 63
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All categories driving net sales momentum Stationery Lighters Shavers Brushes c.3% 2026-2030 ORGANIC NET SALES CAGR Growth in all categories Balanced growth across volume, price and mix 64
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2026 The BIC growth algorithm: Strengthen and grow core operations… “Strengthen the Core” Net Sales Drivers: 2026-2030 in €m Invest to increase product penetration and drive mental availability Enhanced go-to-market strategy Global category roadmap supported by unified systems Stationery Lighters Shavers 65
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…while securing new growth avenues 2026 2030 Net Sales Drivers: 2026-2030 in €m “New Growth Avenues” Innovation triggering consumer appeal Increased penetration in growth channels supported by brand support investments “Strengthen the Core” 66 Brushes Developing markets Refillable Shavers
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Building a stronger BIC requires investment in transformation Ambitious transformation program Designed to improve productivity, unlock efficiencies, and strengthen execution discipline Disciplined Opex and Capex envelope c.€100m targeted one- off Opex investment over 2027-2030 c.4% Capex to sales Front-loaded phasing Majority of costs incurred in 2027 and 2028, to accelerate implementation and unlock benefits rapidly 67
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Manufacturing Action across key operating priorities Supply chain & planning Commercial unification Digital & systems unification 100+ initiatives deployed by 2030 generating €80 million of annualized recurring savings, and stronger margins 68 Enhanced & digitized processes across factories (e.g. predictive maintenance) Footprint optimization to match demand, in particular for developing markets Internal vs. external/OEM balance revisited to balance risk/ROI Next Gen end-to-end Supply Chain management solutions embedding AI capabilities Deploy and scale to improve transportation visibility and connectivity Expand storage capacity locally Boost field sales effectiveness & in-store execution Standardize distribution and go-to-market execution Simplify product portfolio/SKUs Build a single global data- driven pricing tool AI-powered insights to enhance office productivity Standardize processes & master data across the Group
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2026 2030 P&L Structure 2026-2030 % of net sales Opex down Through productivity, simplification and operating discipline 69 Adjusted EBIT up Margin expansion while increasing brand support Brand support up Savings reinvested to drive penetration and visibility Transformation enables a more profitable growth model Opex Adjusted EBIT Brand support
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Margin expansion from operations and transformation Adj. EBIT Margin drivers: 2026-2030 Steady margin expansion over the period Categories to contribute evenly to margin uplift Contribution from both business and transformation levers 2026 Business levers Transformation levers 2030 >15.5% 70
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Cash generation maximized by transformation Free Cash Flow: 2026-2030 in €m Increased Free Cash Flow generation Accelerating towards >€250m in 2030 €900-950m FCF over 2027-2030 2026 >€250m 2030 Transformation costs FCF from core business FCF from new growth avenues 71
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Disciplined capital allocation policy Sustainable SHAREHOLDER RETURNS Agile BALANCE SHEET Grow dividend over the period, with a 40% to 50% of adjusted EPS Opportunistic share buyback program(1) Flexibility for • Value-creating M&A • Opportunistic returns, optimizing cost of capital 72 (1) subject to market conditions
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Conclusion Rob Versloot, Chief Executive Officer
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The new BIC is focused and built to grow Focus Portfolio centered on everyday essentials categories Grow Clear category action plans, brand reinvestment and selective expansion Execute Category-led strategy, translated into tailored local execution Transform Simpler, leaner operating model to fuel growth and support margin expansion Deliver Sustainable cash generation and shareholder returns 74
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September 8, 2026
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76 Disclaimer Statements contained herein that are not historical facts, but rather express expectations or objectives for the future, including, but not limited to, statements regarding BIC’s financial objectives, constitute forward-looking statements. Such forward-looking statements are based on BIC management's current views and assumptions and involve known and unknown risks and uncertainties. BIC’s actual results and future performance may be affected by numerous risks and uncertainties, in particular as described in the chapter “Risk Factors and Management” of BIC’s 2025 Universal Registration Document filed with the French financial markets authority (“AMF”) on March 26, 2026.