Fiskars (FSKRS) Investor Update summary

Strategic direction and operating model

• Transitioned to a brand-first operating model, granting full P&L accountability and operational independence to the Fiskars and Vita business areas, with legal separation targeted by Q1 2026.

• Business areas operate as independent subsidiaries with their own CEOs, enhancing speed, flexibility, and accountability.

• New structure enables precise target setting, capital allocation, and supports differentiated growth opportunities for each business area.

• Portfolio logic focuses on making big brands bigger, expanding categories, high-end positioning, direct-to-consumer growth, and sustainability leadership.

Vita business area performance and outlook

• Vita's gross margin has improved by 230 basis points over three years, reaching 56.6%, but top-line sales have declined in a challenging market.

• Direct-to-consumer channels account for 50% of Vita's sales, with a strong presence in over 80 countries and approximately 500 own stores.

• Vita holds a 15–20% share of the €6 billion global high-end homeware market, positioning it as a market leader.

• Tariffs are expected to have minimal direct impact on Vita due to limited U.S. exposure; EBIT is heavily weighted to the second half of the year.

Brand management and creative strategy

• Each brand has a dedicated creative director and team, fostering innovation, rapid product development, and strong storytelling rooted in heritage and craftsmanship.

• Creative direction ensures cohesive brand universes, balancing heritage with newness, and engaging consumers emotionally across all touchpoints.

• Collaborations with world-class designers and unique activations, such as Milan Design Week pop-ups, drive desirability and broaden audience reach.

• Vita's CEO, Daniel Lalonde, brings extensive experience from global luxury and design brands, supporting the group's premium strategy.