INWI CMD 2024 Presentation

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Road to 2030 Our journey towards SEK 20 billion in Net Sales by 2030 Inwido Capital Markets Day Stockholm, 11 December 2024 Fredrik Meuller, President & CEO

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We are on an exciting journey towards SEK 20 billion by 2030 Europe’s leading window group – improving quality of life via unique products Attractive market boosted by the green transition – we are driving its consolidation Focus is on execution – we have the people and track record to make it happen Today’s key messages

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Today’s program is packed with action! Inwido 2024 Capital Markets Day agenda 09:00 09:40 10:00 10:20 10:40 11:15 11:45 12:00 Road to 2030 Fredrik Meuller Profitable growth the Sidey way Steve Hardy Sustainability as a business driver Minna Keränen, Miikka Linna Break Discussion with Business Area EVPs Lena Wessner, Mads Storgaard Mehlsen, Antti Vuonokari, Bo Christensen, Jonna Opitz The numbers that matter Peter Welin Closing remarks and Q&A Fredrik Meuller, Group Management Team Lunch

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‘If it ain’t broken, don’t fix it’ My personal reflections after 7 months as CEO Lots of intrinsic strengths to build on…  People and culture / ‘DNA’ – pride and commitment  Centers of Excellence – competence and experience  Decentralized governance model – value creation  Customer focus – offering and service …but also additional value potential to unlock  Best practice sharing – synergy exploitation  Stringent prioritization – ‘vital few’ for speed  Pricing – with confidence  Quality of life concept – more than products

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Much more than ‘just’ windows and doors My Öland experience last summer An impressively seamless process…  Dialogue with carpenter  Ordering via reseller  On-time delivery  Speedy installation …with a hugely positive impact on quality of life!  Inflow of light  Noise reduction  Energy savings  Safety  Aesthetics

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1 This is Inwido

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Europe’s leading window group Inwido facts and figures  Established in 2004 – publicly listed since 2014  Sales SEK 9 billion – Operating EBITA margin 11%  Improving indoor life via unique windows and doors  Market leader in the Nordics and in the UK  Broadened exposure – reduced cyclicality  Highly decentralized governance model  Impressive profitable growth track record Head office in Malmö, Sweden 12 countries 4,500 employees 35 business units

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Business Area: SCANDINAVIA BRANDS ETRI 14 Business Units No. 4,080 Net Sales SEK million13.6 Operating EBITA margin % Sept. 2024 LTM

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Business Area: EASTERN EUROPE BRANDS 7.5 Operating EBITA margin % 1,709 Net Sales SEK million 9 Business Units No. Sept. 2024 LTM

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Business Area: e-Commerce BRANDS 1 Business Units No. 1,098 Net Sales SEK million7.2 Operating EBITA margin % Sept. 2024 LTM

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Business Area: WESTERN EUROPE BRANDS 7 Business Units No. 1,830 Net Sales SEK million11.5 Operating EBITA margin % Sept. 2024 LTM

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Enjoying a favorable mix in several dimensions Inwido net sales split, Sept. 2024 LTM | 100% = SEK 8,688 million

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Enjoying a favorable mix in several dimensions Inwido net sales split, Sept. 2024 LTM (Taxonomy 2023) | 100% = SEK 8,688 million 27% 73%

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Impressive value creation since 2014 stock listing Share price up by ~200% Sales +82%, Op. EBITA +105% and EPS +267%

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35 Business Units form our key building blocks A proven decentralized governance model Finance Communications HR & Sustainability IT & Digital Solutions Sourcing & Op. Development Business Unit Scandinavia Business Unit Eastern Europe Business Unit e-Commerce Business Unit Western Europe CEO Group Functions  Synergy extraction  Economies of scale  Knowledge sharing  Capital efficiency / allocation  Performance mgmt. / KPIs Business Areas Business Units with Boards  Entrepreneurialism  Empowerment  Accountability

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2 Our market and position

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An attractive industry in considerable change European window and door market  Value EUR ~60 billion – historic annual growth 3-4%  No industry standards, made-to-order only  Broad spread in type of dwellings and materials used  Highly fragmented – thousands of small companies  Leading macro indicators increasingly positive  M&A activity picking up  EU’s ‘Green Deal’ altering the playing field

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A fragmented landscape offering M&A opportunities Only 15 European window and door companies with sales EUR >200 million 0 50 100 150 200 250 300 350 400 EUR >100 M EUR 50-100 M EUR 30-50 M EUR 15-30 M EUR <15 M Entities per sales size category Number Source: CAB, Inwido analysis 10,000 0 200 400 600 800 1000 1200 1400 Herige 4B Anglian Josko Lorillard Atrya Oknoplast Drutex Nordan Internorm Lapeyre Liebot Inwido Eko Okna Dovista Top 15 façade window groups by sales EUR million

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Outlook improving, leading indicators more positive Selected countries, 2023A-2026P Source: Handelsbanken, Inwido analysis -1 0 1 2 3 2023A 2024E 2025P 2026P GDP growth Percent per annum 0 1 2 3 4 5 6 7 8 9 2023A 2024E 2025P 2026P Inflation Percent per annum 0 1 2 3 4 5 6 2023A 2024E 2025P 2026P Central Bank interest rates Percent Sweden Norway Finland Eurozone UK

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EU’s ‘Green Deal’ is a big deal Inwido is well positioned  Energy Performance of Buildings Directive, May 2024 - Reduce GHG emissions by >60% by 2030 (vs. 2015) - Decarbonized, zero-emissions building stock by 2050 - Avg. national energy performance +16% by 2030  Renovation pace needs to increase from 1% to 4%  National action plans ready by end-2025  Windows and doors defined by EU Taxonomy Share of energy used in EU homes consumed by heating, cooling and hot water Share of buildings in EU with an energy consumption >200 kWh per m2 per year Share of energy loss in residential buildings coming from windows and doors Share of energy consumed in EU used in buildings Portion of EU’s GHG emissions originating from buildings Share of EU buildings built prior to year 2000, 75% of which have poor energy performance 80% 30% 35% 40% 85% 33%

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3 Our strategy – Road to 2030

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‘Road to 2030’ Strategic roadmap

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Going from plan to action will make all the difference ‘Vital few’ priorities – resources, competence, incentives, follow-up  Fill and nurture target funnel top-down and bottom-up  Integrate seamlessly and pursue synergies (1+1=3) Pursue acquisitions to expand geographic footprint and exploit synergies  No. of targets / deals  Net debt / EBITDA  Influence decision makers in each market –raise the bar  Provide ‘ammunition’ to sales force – grab lead position Drive and commercialize ‘Green Deal’ in favor of awareness and customer demand  Net sales  Gross margin  Apply clear recruitment and performance evaluation criteria  Run regular leadership training and mentoring programs Attract / develop talented people to secure future leadership and profitable growth  Employee engagement  No. internal recruitments  Performance measurement – benchmark internally  Leverage investments made Share knowledge and collaborate to excel in Pricing, Purchasing and Productivity  Gross margin  Wing per FTE  Capital expenditure linked to Industry 4.0  Run a portfolio of bold ideas – seek partners Embrace the latest technology and raise level of digitalization and automation  No. of product launches  Gross margin Priority Actions Metrics

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A focused M&A agenda Necessary to reach 2030 sales target 12% sales CAGR required – at least half from M&A  Perceived as an attractive long-term owner  Substantial financial firepower  Successful two-step ownership model  Proven ability to create value  Unique in-house expertise and experience Opportunities for multiple arbitrage and synergies  Market / product expansion – business less cyclical  People development  Seeking targets in both new and existing markets  Promising target funnel – activity picking up Selection criteria

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Unique in-house M&A experience and expertise 50 deal track record in total – acquired SEK 3.4 billion of sales in the last decade Nov ’15 July ’16 Aug ’16 April ’18 May ’21 May ’22 May ’22March ’22July ’18May ’17Aug ’16May ’16 July ’23 March ’24 September ’24 April ’14

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At the end of the day, it’s all about people Vital to strategy execution success  Succession planning - > 90 recognized talents in leadership funnel - 60% of recruitments made from within  People development - Managing Director training - Mentorship - Performance reviews - Employee engagement surveys  Management audits part of acquisition due diligence Empowerment and accountability in a decentralized structure Ensuring the right people are in the right position at the right time

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4 Conclusions

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Getting to SEK 20 billion in turnover by 2030 is achievable Illustrative Net Sales development 2024-2030, SEK million (CAGR ~12% p.a.)

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Profitable Growth the Sidey Way Steve Hardy – Joint Managing Director

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My story… Appointed as Sales & Marketing Director in 2006 and then Joint Managing Director (Sales) in June 2011 Acquired Walker Profiles in 2017 achieving projected sales growth of 250% and profitability growth of 900+% in 2024 Sidey Group continues to deliver >98% customer satisfaction, installing >1,800 frames per week Developed Sidey from a local company in Perth to become Scotland’s largest manufacturer, supplier and installer of windows, doors and fire doors, turning over £60m+ (2023) Joined Sidey – ‘Consumer Direct Sales’ January 1996 Started Consumer Middleman, Industry - Construction and State & Municipality department in November 1998 1st large scale social housing window and door contract won in £3.2m in 2002 (adjusted for inflation equivalent of £5.8m in 2024) Expanded Industry - Construction and State & Municipality sector becoming supplier of choice across Scotland

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Sidey Group Summary Business Timeline 1932 1991 2004 2008 2015 2022 Sidey was founded in 1932 as a small local glazier in Perth, Scotland. Management Buy- In led by Charles Arbuthnott and Michael Dobson, growing the company from a small glazing firm serving Retail,to include New Build and Social Housing & Commercial sectors. Sidey’s new manufacturing facility was opened in 2004. Sidey opened new Head Offices office in 2006. Sidey launches KitFix® system; and Scratchguard . One of the first companies to achieve BS 8213-4:2016 standard. Introduced a modern apprenticeship scheme in manufacturing. Sidey achieves 100% post industrial waste being sent to landfill. In 2017 Sidey acquired Walker Profiles Ltd. Maintains exclusive Timberweld licence in Scotland. Opens new Edinburgh showroom in 2018. Expanded Apprenticeship Scheme to installers and service engineers. In 2022, Sidey celebrates its 90th Anniversary TNC department was introduced targeting increased sales in Trade, New Build & Commercial. 1998 2024 In July 2023 Sidey Group was acquired by Inwido In March 2024 Sidey began full production at its new factory at Target House, Perth November 2024 > investment continues in people, facilities & IT.

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Sidey Group Financial Performance INCOME STATEMENT FY19/20* FY20/21* 2021 2022 2023 2024 GBPt Actual Actual Actual Actual Actual Actual Jan-Sep Consumer 3,218 4,665 5,380 7,035 6,063 4,252 Industry 18,002 20,693 26,233 44,416 54,640 45,674 Net Sales 21,220 25,725 31,613 51,451 60,964 50,069 OP EBITA -2,534 161 455 6,985 9,810 8,456 OP EBITA % -11.9% 0.6% 1.4% 13.6% 16.1% 16.9% * Financial Year July-June Covid Material Inflation Wage Inflation Brexit Interest rates Surcharges Transportation Consumer confidence Challenges

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 Scotland’s largest window & door manufacturer  Also buy in 100’s of products per week that we don’t manufacture.  Foremost supplier in Scotland for Industry – State & Municipality, currently active in 27 of the 32 local council areas and working with over 50 Housing Associations.  Also well established in Scotland for Industry – Construction and regionally for Consumer Retail & Consumer Middleman markets. Sidey Group at a glance 100% Manufacturing waste recycled 99.3% Replacement windows and doors recycled 30% Social Housing Market Share in Scotland Award winning apprenticeship scheme for Installers, Service Engineers & Administrative Staff Both market share and margin growth at expense of competitors Regulatory changes driving increase in Social Housing mandates 100% 2024 revenue contracted 57% 2025 forecasted revenue contracted 40.4% OP EBITA Growth 2022-2023 £9.8m OP EBITA 2023 £60.9m Revenue 2023 INDUSTRY State & Municipality £45.2m Revenue (2023) 30% Market Share £9.6m Revenue (2023) 6.8% Market Share £6.1m Revenue (2023) 0.7% Market Share INDUSTRY Construction CONSUMER Retail & Middleman

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 627,000 properties (23% is the highest in UK)  25-year replacement cycle  £150m per annum market  70% continue installing Double Glazed Units (DGU’s)  Build detail is different to rest of UK, resulting in different installation details and window types  New Social Housing Net Zero Standard (SHNZS) being introduced  Greater focus on the fabric of buildings, including window and door performance  Sidey Group grew market share to 35% in 2024 Social Housing Market Scotland 2024 Current Characteristics  Average of 6,279 per annum new build completions since 2021. Percentage of social housing remains at 23%  25-year replacement cycle is maintained  Increasing demand for energy-efficient solutions  Target to achieve net-zero emissions by 2045  Energy Performance Certificate (EPC) C rating by 2033 and then EPC B by 2040  Increased use of Triple-Glazed Units or Vacuum Double-Glazed Units  Average spend per window increases due to higher specification Social Housing Market Scotland beyond 2024 Future Characteristics

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Example projects Eildon Housing Association, Edenside Court, Kelso (Industry Social Housing - Supply & Full Fit) Prospect Community Housing, Morvenside (Industry Social Housing - Supply & Full Fit) Parkhill House, Perth (Consumer - Supply Only) The Walled Garden, (Industry – Private Development - Supply & First Fit) Clydevalley Housing Association, Glenmavis (Industry - Social Housing - Supply & First Fit Cala Homes, Florence Wynd, Ayr (Industry - Private Development - Supply & First Fit)

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Window & Door Specialists Culturally the ‘Right Fit’ Industry Knowledge & Expertise Add ValueDecentralised Model Support Growth Value to Shareholders Why Sell to Inwido AB? Factors in our decision making

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First Year Reflections Very good! B+ Challenges  Integration  Inwido ‘Calendar’ - Financial - Sustainability  Reporting  KPI’s - Terminology - Metrics Opportunities  Improved focus on all aspects of the business  Greater understanding of sustainability  Training & Development  Investment & Growth  Intragroup learning & ‘trading’  Supply chain

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Leveraging Sustainability as an advantage in Pihla Group Minna Keränen, Business Unit Director Industrial & Marketing Director Miikka Linna, Supply Chain and R&D Director

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Introduction of Pihla Group

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Sustainability drivers for Inwido Group Materiality analysis Business Units Investors, banks, analysts EmployeesLocal community Inwido AB

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STRATEGY Additional drivers 1. Changing customer demands 2. Tighter regulations 3. Moral responsibility

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STRATEGY 1. The pursuit of strong corporate reputation  Enhance the brand image  Risk management  Innovation & Competitive Edge 2. Economic advantage  Long-term savings over the life cycle of a building  Increased property value – higher market value, rents and attractiveness 3. Market pressures & demands  Clients, investors, end-user expectations & competitive advantage  CSR 4. Regulatory requirements impact our customers  Green building standards, avoid penalties, future proofing ==> NEED FOR STRATEGIC PARTNERS Customer requirements - one of our main drivers

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Product development with sustainability in focus

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How we work towards the sustainability targets Co2 emission reductions • EPDs & Scope 3 report • Low carbon & recycled raw materials • Certified fossil free electricity since 2015 Circular Economy • Window & door recycling • Glass & aluminum closed loops Protecting Biodiversity • 100% certified wood -11% -16% 0 0 0 0 0 0 0 0 0 0 32 500 34 500 36 500 38 500 40 500 42 500 Baseline 2022 Implemented - low carbon float Work in progress - industrial unit to recycled alu Pihla Group [Ton CO2e] Diff to Base

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From landfill to longevity – our circular economy activities Glass cutting waste from our factories back to AGC low carbon glass production PILOT PROJECT. START Q4/24 Alu cutting waste (~150 T/Y) back to our own profiles with Purso PILOT PROJECT. STARTED 11/24

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Summary  Sustainability is a value creator  Strong sustainability practises demonstrate better management and resilience for customers  Transparent sustainability initiatives can enchance differentiation, trust, and brand reputation

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The numbers that matter Peter Welin, CFO and deputy CEO

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Sales per month, SEKm Business environment Flexibility is essential  Local products  Made to measure  Predominantely consumer sales, small orders  Short visibility  Seasonality FLEXIBILITY Direct Labour, SEKm 0 500 1 000 Jul Aug Sep Okt Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep 0 100 Jul Aug Sep Okt Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep -43%

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Operative costs down to OP EBITA, LTM September 2024 OP EBITA Sales SEK 8.7bn, LTM September 2024 Cost of goods sold  Cost of goods sold (related to OP EBITA), 74% of sales  Material, installation and freight costs stand for 62% of COGS, 46% of sales  Direct labour 20% of COGS, 15% of sales (large deviations between business units)  Indirect production costs, warranty and depreciations in total 18% of COGS, 13% of sales Overhead costs and other income & costs Indirect production costs, warranty and depreciations Direct Labour Material, installation and freight costs to customers Other operating income and Costs, Selling expenses, Administrative expenses, Research and development expenses (related to OP EBITA) in total 15% of sales Operational costs of Inwido (OP EBITA), majority variable Approx. 50% of sales are material, installation and freight costs to customers

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Sales, SEKm and OP EBITA, % 5,639 5,026 5,149 5,050 4,607 4,300 4,916 5,220 5,672 6,371 6,667 6,631 6,681 7,725 9,547 8,970 8,688 7.6% 7.7% 10.2% 9.4% 7.5% 8.0% 10.2% 11.3% 11.9% 10.2% 9.9% 9.7% 10.9% 11.7% 11.4% 11.4% 10.9% 0% 2% 4% 6% 8% 10% 12% 14% 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024LTM* 2008 – 2013 Sales -24% 26 September 2014 IPO *2024 LTM = October 2023 – September 2024 2022 – 2024.LTM Sales -9% Adjusted for acquisitions -24% OP EBITA margin between 9.7% and 11.9% last 10 years Inwido development since 2008, Sales (SEKm) and OP EBITA (%)

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9,547 8,688 2022 FY 2024 LTM 24.5% 25.5% 2022 FY 2024 LTM Sales, SEKm Gross Margin, % OP EBITA, % -24% -9% +1 %-unit -0.5 %-unit Acquired growth vs 2022 FY 11.4% 10.9% 2022 FY 2024 LTM OP EBITA, % -0.5 %-unit Sales decline of 24% last 7 quarters adjusted for acq. Improved Gross Margin and an OP EBITA decline of 0.5 percentage units

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Sales and order intake, SEKm, LTM including acquisitions 18% 19% 10% 19% 19% 15% 15% 10% -7% -13% -13% -21% -21% -5% -1% -25% -20% -15% -10% -5% 0% 5% 10% 15% 20% 25% Q1 21 Q3 21 Q1 22 Q3 22 Q1 23 Q3 23 Q1 24 Q3 24 6,000 7,000 8,000 9,000 10,000 Q1 21 Q3 21 Q1 22 Q3 22 Q1 23 Q3 23 Q1 24 Q3 24 Organic sales per quarter Order intake, LTM, is since Q2 2024 above sales, LTM Seven quarters with negative organic growth, Q3 2024 – 1%

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Renovation is about 75% of sales LTM (ProForma) Sales split between New Build and Renovation* excluding export and sales of other Group Scandinavia e-Commerce Eastern Europe Renovation New Build * Based on customer sales and management estimations Western Europe 74% 75% 90% 54% 83%

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37% 63% Project Consumer 27% 73% Industry Consumer Old definition: Consumer / Industry New definition: Consumer / Project New sales split: Consumer sales and Project sales Order intake and order backlog will be split to better illustrate fluctuations within project sales

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Consolidation of acquisitions not owned to 100 percent Four acquisitions with a call / put setup Business Units not owned to 100%  Finluft, Finland, 60%  Dekko Group, UK, 70%  Artic-Kaihdin, Finland, 60%  Sidey Group, Scotland, 70% Accounting of acquisitions with call / put setup  The value of the call / put is based on future performance  Sales, OP EBITA, and Profit before and after tax are consolidated to 100%  EPS excluding minority interests (non-controlling interest)  Estimated future payments for call / put options, discounted values, are included in Net Debt  Deviations between future payments and book value of the call / put are booked over Equity

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Revenue SEK 20 billion by 2030 >15% Return On Operating Capital Net Debt in relation to Operating EBITDA <2.5x Profitability Capital Approximately 50% of Net ProfitDividend SEK 8.7 billion - 4% January - September 13.1% 1.2x / 0.9x 55% Dividend payment of SEK 6.50 May 2024 Outcome 2024 LTM (September) Financial targets Lower market volumes have impacted the outcome

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Sales, SEKm – sales of acquired Business Units since 2020 separated 0 4,000 8,000 12,000 16,000 20,000 2020 2021 2022 2023 2024.LTM 2025 2026 2027 2028 2029 2030 Sales of acquired Business Units 20,000 Net sales growth target – SEK 20bn in 2030 CAGR of 7 percent since 2020 whereof acquisitions 5 percent

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5,790 5,640 5,488 5,446 5,443 5,464 5,510 5,627 5,750 5,938 6,107 6,237 6,453 6,583 6,795 6,930 6,955 11.5% 12.6% 14.3% 15.7% 16.4% 16.9% 17.8% 17.9% 17.9% 18.3% 17.6% 16.8% 16.2% 15.4% 13.7% 13.1% 13.1% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% 4,500 4,900 5,300 5,700 6,100 6,500 6,900 7,300 Q3 20 Q4 20 Q1 21 Q2 21 Q3 21 Q4 21 Q1 22 Q2 22 Q3 22 Q4 22 Q1 23 Q2 23 Q3 23 Q4 23 Q1 24 Q2 24 Q3 24 ROOC defined as: EBITA, rolling 12 months (LTM), as a percentage of average operating capital (average calculated based on the past four quarters). Operating Capital defined as: Total assets less cash and equivalents, other interest-bearing assets and non-interest-bearing provisions and liabilities including taxes. Operating Capital, average latest four quarters (SEKm) ROOC (%) Target 15% ROOC below the target of 15 percent Higher Operating Capital and Lower EBITA due to lower volumes Average Operating Capital and ROOC

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Q2 22Q4 21Q2 21Q4 20Q2 20Q4 19Q2 19Q4 18 -6.0% -4.0% -2.0% 0.0% 2.0% 4.0% -2,500 -2,000 -1,500 -1,000 -500 0 500 1,000 1,500 2,000 Inventory Accounts Receivables Other Receivables Accounts Payables Other Liabilities Net Working Capital in relation to Sales, LTM Negative Net Working Capital and stable last years Average Net Working Capital in % of sales improved 2018 - 2020 Average Net Working Capital (per quarter), SEKm, and in % of Sales LTM Q2 22Q4 21Q2 21Q4 20Q2 20Q4 19Q2 19Q4 18 Q4 22 Q2 23 Q4 23 Q2 24

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0.0 0.5 1.0 1.5 2.0 2.5 3.0 0 500 1,000 1,500 2,000 2,500 3,000 Q3 19 Q4 19 Q1 20 Q2 20 Q3 20 Q4 20 Q1 21 Q2 21 Q3 21 Q4 21 Q1 22 Q2 22 Q3 22 Q4 22 Q1 23 Q2 23 Q3 23 Q4 23 Q1 24 Q2 24 Q3 24 SEKm Net Debt, excl IFRS 16, (SEKm) IFRS 16 Debt (SEKm) Net Debt vs Op EBITDA, excl IFRS 16 Net Debt vs Op EBITDA, incl IFRS 16 Target < x2.5 Liquidity & leverage headroom for acquisitions and investments Cash flow generated group on a challenging market Net Debt, SEKm, and Net Debt in relation to Op EBITDA

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Dividends since 2014 (payment the year after) In total SEK 2.2bn since the IPO 2014, no payment for 2019 due to the pandemic Dividend per share, SEK, and in % of Net Result 2.0 2.5 3.5 3.5 2.5 4.5 6.2 6.5 6.5 0% 10% 20% 30% 40% 50% 60% 70% 80% 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 SEK Target 50% Target Inwido aims to pay its shareholders an annual dividend corresponding to approximately 50 percent of net profit. However, Inwido’s financial status in relation to the target, cash flow and future prospects shall be taken into consideration.

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Increased capex levels in 2023 - 2024 To compensate the lower levels during the pandemic, 2020-2022 Capex, SEKm, and Capex / Sales, % 192 142 176 198 218 199 181 194 191 308 230 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 4.0% 4.5% 0 50 100 150 200 250 2014FY 2015FY 2016FY 2017FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 YTD CAPEX, SEKm CAPEX / SALES, % SEKm

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Liquidity to acquire sales of SEK 4 billion Four acquisitions with a call / put setup  Available liquidity of SEK 2.1bn  Liquidity and balance sheet to acquire sales of approx. SEK +4bn based on normal profit multiples and margins  With acquired sales of SEK 4bn the Net Debt vs EBITDA will be below targeted level of x 2.5, based on the balance sheet September 2024  Future cash flow generations in 2025 – 2030 for further acquisitions to, together with organic growth, reach the target of SEK 20bn in sales year 2030 Utilized and unutilized as per September 2024, SEKbn 1.2 1.5 0.6 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 Utilized bank financing Unutilized bank financing Cash

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 Inwido has due to the flexible business model been able to adjust capacity and costs in accordance with market development  Stable margins last ten years, despite challenging markets last two years  Strong financial situation and liquidity Summary

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Q&A

Slides