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CAPITAL MARKETS DAY 2026 M E G A T R E N D S E N E R G Y & D I G I TA L I Z AT I O N GRAZ & ONLINE 06 OCT 2026
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A G E N D A ANDRITZ CAPITAL MARKETS DAY 2026 2 ANDRITZ Strategy Update Incl. new Mid-term Targets 2029 The Global Hunger for Energy Light on ANDRITZ Energy Business ANDRITZ Experience Center Immersive Visitor Tour 02.20 Pumps (10min) 02.30 TIAC (20min) 02.50 Pelton production (10min) 03.00 Assembly & Pelton finishing (10min) 03.10 Apprentices (10min) 03.20 Service and Repair (15min) 03.35 Walk to conference room (10min) Note: Groups A+B in AEC Tour while groups D+E in Manufacturing Tour Manufacturing ANDRITZ Graz Site Tour 08.00 – 11.30 STRATEGY UPDATE and ENERGY BUSINESS ANDRITZ Executive Board 12.30 – 03.45 CAPABILITIES IN DIGITALIZATION, AUTOMATION and AI, as well as MANUFACTURING 03.45 – 04.15 Farewell statements, goodbye and bus transfer 08.20 Intro (5min) 08.25 Strategy Update (40min) View on Market Dynamics Energy Exposure Digitalization, Automation & AI Strategy Mid-term Targets 2030 09.05 Financial Strategy Update (15 min) Value Generation Strategy Acquisition Tracking Financial Headroom Structural Improvements 09.20 Q&A I (10min) 09.30 Coffee Break (15min) 9.45 ANDRITZ Energy Businesses (50min) Energy Generation & Storage Grid Stability, Electrification, E-Mobility Energy transition & decarbonization 10.35 Q&A II (10min) 10.45 Deep Dives I & II (30min) Pulp & Paper: Update on Project Pipeline Metals: Restructuring & Diversification 11.15 Q&A III (10min) 11.25 Closing Remarks & Key Takeaways (5min) 11.30 Lunch (60min) 12.30 – 01.00 Safety briefing + assignment to groups + walk to AEC 08.00 – 08.20 Registration, coffee and finding seats 01.00 Welcome at AEC (15min) Showroom Strategic Positioning of the AEC ANDRITZ Digitalization Strategy 01.15 Digital Solutions (20min) Showroom 01.35 Customer Value Creation (20min) Control Room 01.55 Closing & Open Exploration (10min) 02.05 Refreshment Break (10min) Foyer 02.15 Walk to second Manufacturing Tour (5min)
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T O D AY ’ S S P E A K E R S THE ANDRITZ EXECUTIVE BOARD 3 Dr. Joachim Schönbeck President and CEO since 2022 Joined ANDRITZ in 2014 Vanessa Hellwing CFO since 2025 Joined ANDRITZ in 2025 Jarno Nymark CEO | Pulp & Paper since 2023 Joined ANDRITZ in 1999 Frédéric Sauze CEO | Hydropower since 2023 Joined ANDRITZ in 2013
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C A P I TA L M A R K E T S D AY 2 0 2 6 STRATEGY UPDATE DR. JOACHIM SCHÖNBECK CEO ANDRITZ
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A N D R I T Z AT A G L A N C E ANDRITZ REMAINS RELEVANT IN THE FUTURE 5 * Share of revenues in 2025 # Global market position, estimated by ANDRITZ PULP & PAPER 38% Revenue share METALS HYDROPOWER ENVIRONMENT & ENERGY Long-term growth drivers • Sustainable & renewable packaging and hygiene products • Sustainable production (usage of water and side streams) • Scale and cost competitiveness • Renewable energy Long-term growth drivers • E-mobility roll-out • Service penetration • Electrical steel • Lightweight steel Long-term growth drivers • Electricity and renewable energy • Energy storage and grid stability • Rehabilitation and modernizations • Automation • Autonomous operation Long-term growth drivers • CO2 abatement • Renewable energy demand • Environmental protection • Reliable water supply • Metals & Mining • Water treatment LONG-TERM DRIVERS – FOR GROWTH THAT MATTERS Electrical energy Renewable energy Circular economy Digitalization Pulp #1 Paper #3 Market share 21% Revenue share #1 Market share 22% Revenue share #1 Market share 19% Revenue share #1-3 Market share
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6 A N D R I T Z AT A G L A N C E A TRULY GLOBAL PLAYER, SERVICING CUSTOMERS WORLDWIDE GLOBAL CUSTOMER PROXIMITY Employees across key regions support local service and project execution 15% North America 13% South America 24% Rest of Europe 12% Austria 14% Germany 14% China 8% Asia excl. China, Africa, Australia ~1/3 working in engineering, technology or project management >30,000 Employees >280 Locations >80 Countries REVENUE BY REGION Europe 31% North America 27% Asia excl. China 16% China 12% South America 10% Rest of world 4% Note: All figures refer to FY 2025 MANUFACTURING FOOTPRINT Emerging markets 54% High-cost countries 46%
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K E Y AT T R I B U T E S A LEADING, WELL -DIVERSIFIED INDUSTRIAL TECHNOLOGY GROUP WITH HIGH RETURNS 7 • Leading positions in attractive technology niches • High entry barriers through extensive references, know- how and installed base • Long-standing customer relationships and coverage across full lifecycle • Strong exposure to sustainable products and structural growth LEADING TECHNOLOGY POSITIONS • Four business areas exposed to phased end-market cycles • Balanced exposure across Capital and Service • High exposure to mid-sized order base, low dependence on mega-projects • Global setup enables local execution and sourcing and customer proximity DIVERSIFIED PORTFOLIO MIX • 45% Service revenue share • +8% Service revenue CAGR in 2018-2025 • Long-term customer relationships supported by large installed base and global Service offering across asset lifecycle • Higher customer proximity and lower cyclicality over time SERVICE-DRIVEN GROWTH ENGINE € 8 bn Revenues** 45% Service revenue share** >40% Mid-sized orders 50% Environmental impact revenue share* 8% CAGR Service revenue growth 2018-2026* 18.5% Industry-leading ROIC** *H1 2026 **LTM H1 2026 • Strong balance sheet and liquidity position • Substantial financial headroom towards maximum leverage • Significant financial reserves and contingencies • Critical qualifications for large- scale projects and long project lead times STRONG FINANCIAL POSITION
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K E Y AT T R I B U T E S ONE OPERATING MODEL WITH GLOBAL REACH 8 Custom made engineering solutions, delivered globally and executed reliably - an USP difficult to replicate • Custom made multi-process and multi-island (pre-) engineering services, capital project and lifecycle service solutions • Reliability in construction, erection and ramp- up time, as pre-agreed with customers • Industry-leading scale and efficiency • Avoidance of cost overruns, delays SYNERGIES ACROSS BUSINESS AREAS Complementarities across engineering, sourcing, project-management and technological capabilities are leveraged across all four Business Areas. GLOBAL REACH & LOCAL EXECUTION A worldwide footprint with 280 locations, of which 120 service locations and dedicated local workforce and sub-supplier network. ENGINEER TO ORDER & PROJECT EXECUTION Complex customized solutions engineered, delivered and commissioned with clear end-to-end accountability. • Customer proximity, local sourcing and manufacturing and on-site execution • Ability to deliver world class solutions even to remote locations around the globe • Local market know-how and access to sub- supplier network • Network of local service centers, driving fleet penetration and spare parts sales • Joint client relationships and cross-selling • Synergies in manufacturing via zebra locations • Joint service centers • Global/regional supply chain management • Flexibility in engineering capabilities • Best practice in project management
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K E Y AT T R I B U T E S ASSET -LIGHT MODEL CONVERTS MARGIN PROGRESS INTO HIGH ROIC AND CAPITAL ALLOCATION FLEXIBILITY 9 ASSET-LIGHT BUSINESS MODEL POWERING LONG-TERM PROFITABLE GROWTH 3 ROIC enhanced by steady margin progress A gradually improved margin profile converts into industry-leading returns on a lean capital base 6.9% Comparable EBITA margin 9.0% Comparable EBITA margin* 13.0% ROIC 18.5% ROIC* € 1.55 Dividend per share € 2.70 Dividend per shareCash generation enabling growth & shareholder returns Strong cash generation supports growth investments, a successful M&A model and progressive dividend payouts 4 Selective manufacturing depth Outsourcing to keep capital employed efficient while preserving flexibility across cycles 2 Engineering-led value creation High value-added via leading technology, process know-how and project execution with asset-light manufacturing 1 2018 2026 *LTM H1 2026
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M A R K E T E N V I R O N M E N T MOST DIVISIONS POSITIONED FOR CYCLICAL UPSIDE 10 Jan. 2024 Oct. 2026 Cyclical progress DIVISION PULP & PAPER METALS HYDROPOWER ENVIRONMENT & ENERGY CYCLE POSITION Pulp Paper Rehabs Upgrades Modernizations Pumped storage SynCons Turbo Generators Separation Pumps Feed & Biofuel Green Hydrogen Carbon Capture Peak Upcycle Early upcycle Trough Downcycle Early downcycle Indicative cycle length 3-4 years 2-3 years 2-3 years 5-7 years Structural demand 2-3 years Structural demand
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11 *FY 2026 estimates **Based on FY 2026 Bloomberg consensus Energy-related revenue exposure € ~3bn of energy-related revenue** across diversified technologies and customer applications and Service in all Business Areas Well positioned to benefit from rising demand for renewable power, AI-driven data center, grid stability and power storage ANDRITZ – a sizeable energy platform 18% PP 6% ME 66% HY 10% EE 36% of Group revenue* linked to power generation, storage, grid stability and electrification E N E R G Y E X P O S U R E ENERGY IS A DOMINANT EXPOSURE AT ANDRITZ 36% of Group revenue* c.€ 3 bn Energy-related Group revenue** ANDRITZ’s energy businesses in detail* Hydropower greenfields and modernizations Turbo generators Cooling pumps Power generation 44% Hydro pumped storage Synchronous condensers Battery & battery recycling Electric steel Storage, grid stability, electrification & e-mobility 29% Power and recovery boilers Waste-to-Energy Clean Air technologies Green Hydrogen Carbon Capture Energy transition & decarbonization 27% 28% 29% 32% 36% 2023 2024 2025 2026 est. More details in deep dives on individual Energy businesses
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G R O W T H S T R AT E G Y LONG -TERM PROFITABLE GROWTH 12 LONG-TERM PROFITABLE GROWTH Growth in Revenue Growth in Profitability Growth in Service Share DIGITALIZATION CUSTOMER SERVICE DECARBONIZATION Supported by bolt-on M&A strategy
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13 6,031 6,674 6,700 6,463 7,543 8,660 8,314 7,883 8,260 6.9% 6.8% 7.0% 8.5% 8.5% 8.7% 8.9% 8.9% 9.0% 2018 2019 2020 2021 2022 2023 2024 2025 2026 Consensus* Balanced top line growth with quality Service revenue growth +8% 2018-20261) (CAGR) Growth contribution 2018-2025 Revenue expansion +37% Revenue growth in 2018-20261) Margin expansion +210bps Comp. EBITA margin expansion in 2018-20261) Revenues (in € mn) Comp. EBITA margin (in %) *Bloomberg 1) 2018 to H1 2026 2) Organic revenue growth is derived by restating reported revenue growth incl. FX for portfolio changes from acquisitions/dives tments +4.0% Topline growth reflects organic expansion and disciplined M&A, with profitability improving over time G R O W T H S T R AT E G Y GROWTH DRIVEN BY MEANINGFUL ORGANIC CONTRIBUTION AND PROVEN M&A MODEL Revenue growth (CAGR) 2018 - 2026 Organic2) 53% M&A 47%
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14 M & A S T R AT E G Y DISCIPLINED M&A AS GROWTH ACCELERATOR M&A to acquire strategic capabilities, strengthen the portfolio and create long -term value STRATEGIC M&A FOCUS AREAS COMPLEMENTARY TECHNOLOGIES AUTOMATION & DIGITALIZATION CLEAR BOUNDARIES No distressed assets No takeover of competitors Strategic fit and value creation potential required Track record #76 acquisitions since 2005 €1.5bn invested since 2018 DECARBONIZATION CUSTOMER SERVICE • Technology additions to complement value chains • Strengthen full-line offering • Focus on well-known markets, customers & targets, minimizing M&A risk • Increasing Service share • Gaining access to installed base • Capturing lifecycle revenue potential • Enhancing automation & digitalization capabilities • Increasing process optimization & productivity • Technologies supporting the green transition • Expanding environmental solutions • Catering into customer sustainability needs Commercial reach Global customer base and sales channels Service penetration Larger installed base and lifecycle revenues Procurement scale Favorable purchasing terms & supplier base VALUE CREATION LEVERS Platform scale Access to ANDRITZ know-how, footprint & project execution capabilities Operating platform Finance, IT, HR, innovation and R&D
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15 M & A S T R AT E G Y PORTFOLIO EXPANSION IN ALL BUSINESS AREAS Acquisitions by business area since 2005 PULP & PAPER 2005 Cybermetrics 2005 Universal Dynamics Group 2006 Küsters 2006 Carbona 2006 Pilão 2007 Bachofen + Meier 2007 Sindus 2008 Kufferath 2009 Rollteck 2010 Rieter Perfojet 2010 DMT/Biax 2011 AE&E Austria (Boiler) 2011 Iggesund Tools 2011 Tristar Industries 2011 Asselin-Thibeau 2012 AES 2013 MeWa 2016 SHW CastingTech 2017 Paperchine 2018 Novimpianti 2018 Diatec 2018 Xerium 2019 Kempulp 2020 Enviroburners 2021 Laroche 2022 Bonetti Group 2022 ĐURO ĐAKOVIĆ TEP 2023 Dan-Web 2023 SciTech Service 2023 Imagine That Inc. 2024 NAF 2024 Procemex 2024 PulpEye 2024 ATN Engineering 2025 A.Celli Paper 2025 Diamond Power 2025 Allen-Shermann-Hoff 2025 Wehrle (Service assets) METALS 2005 Lynson 2008 Maerz 2012 Bricmont 2012 Soutec 2013 Schuler 2013 FBB Engineering 2014 Herr-Voss Stamco 2016 Yadon 2016 AWEBA 2018 Farina Presse 2018 ASKO 2022 Sovema Group 2024 Wuhan Arrows Creation 2024 INTEA 2025 Salico Group 2025 Sanzheng HYDROPOWER 2006 VA TECH HYDRO 2007 Tigép 2008 GE Hydro business 2010 GEHI (JV) 2010 Precision Machine 2010 Hammerfest Strøm 2011 Hemicycle Controls 2018 HMI ENVIRONMENT & ENERGY 2005 Lenser Filtration 2006 CONTEC Decanter 2009 Delkor Capital Equipment 2010 KMPT 2010 Ritz 2011 AE&E Austria 2012 Gouda 2013 Shende Machinery 2015 Euroslot 2016 ANBO 2021 GE Steam Power 2022 J. Parpala 2023 Dedert 2025 LDX Solutions
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Large installed base creates significant recurring Service potential • Service market estimated 5-8x larger than Capital market • Broad installed base across four business areas Capturing a larger share of installed-base lifecycle value • Expanding market share in existing fleet • Growing operations & maintenance contracts and lifecycle partnerships Digitalization, predictive maintenance and AI • Scaling digital Metris-based solutions across the installed base • Improving uptime, productivity and asset performance Service growth through M&A, organic capex & commercial excellence • Acquisition of companies with high Service share • Targeted capex spending on expansion of own Service centers • Closer integration of Capital and Service sales S E R V I C E S T R AT E G Y GROWTH IN SERVICE BUSINESS AS A KEY PRIORITY 16 Service revenue growth 8% CAGR 2018-2025 Service locations Service market 5-8x larger than Capital market Service revenue share increase 35% in 2018 44% in 2025 SIGNIFICANT POTENTIAL FOR FURTHER GROWTH IN SERVICE BUSINESS 120 7,000 dedicated staff ►
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S E R V I C E S T R AT E G Y BROAD SERVICE PORTFOLIO & HIGH SERVICE SHARE 17 PULP & PAPER ENVIRONMENT & ENERGY METALS 59% 48% 36% 29% Largest upside potential for Service revenue share in medium- to long-term: HYDROPOWER & METALS FULL-LIFECYCLE SERVICE OFFERING Starting point for recurring lifecycle value 2 PARTS & CONSUMABLES Spare & wear parts Fast-turn items Critical components 1 FIELD SERVICES On-site repair & inspections Emergency support Training & consulting 4 OPERATIONAL MAINTENANCE Service contracts and O&M Predictive maintenance AI-powered digital solutions 3 RETROFITS & UPGRADES Modernizations Capacity expansions Plant optimization SERVICE REVENUE SHARE H1 2026 HYDROPOWER Continuous customer engagement across the equipment lifecycle
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S E R V I C E S T R AT E G Y HIGH SERVICE GROWTH 18 Service business: a backbone of long- term profitable growth strategy • Strong growth and attractive margins, significantly outperforming the Capital business • +8% Service revenue CAGR in 2018-2026, outpacing Group revenue (+4% CAGR) • Recurring business model providing high revenue stability, capturing full lifecycle value • Record Service revenue share of 46% in H1 2026 (vs. 45% in H1 2025), solid Service revenue growth of +6% yoy in H1 2026 • Key growth pillar across all four business areas with tailored Service portfolios • Strategic focus on organic expansion (Service centers) and M&A with high Service share TOTAL REVENUE (€ mn), SERVICE REVENUE (€ mn) and SERVICE REVENUE SHARE (%) 2,084 2,589 2,385 2,555 2,969 3,305 3,428 3,433 3,655 2018 2019 2020 2021 2022 2023 2024 2025 Last 12m Service revenue Total revenue 44% 35% 39% 36% 40% 39% 38% 41% 44% 45% 6,031 6,674 6,700 6,463 7,543 8,660 8,314 7,883 8,073 Target of Service revenue share of >50% in medium- to long-term Above Group -level growth and significant expansion of Service revenue share
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D I G I TA L I Z AT I O N S T R AT E G Y DIGITALIZATION STRATEGY IN MOTION 19 Internal perspective 1 ANDRITZ STRATEGY Creating Growth that Matters Digitalization FOCUS Decarbonization Customer Service #1ANDRITZway Digitalization is an essential enabler across all four. 2 DIGITALIZATION STRATEGY Vision & Mission VISION ANDRITZ - your leading partner in digital solutions, unlocking additional value across the entire lifecycle. MISSION Easy-to-use advanced digital technologies to fulfil customer needs, enable autonomous plants & raise productivity, and reduce carbon footprint - driving profitability for our customers and ANDRITZ. 3 INTERNAL PERSPECTIVE 2026 Digitalization Focus Areas Three pillars guide ANDRITZ – from a secure foundation to competitive advantage.
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D I G I TA L I Z AT I O N S T R AT E G Y COMPETITIVE ADVANTAGE 20 AI @ ANDRITZ – ambition anchored in value HIGH AMBITION, VALUE FIRST AI-euphoric ANDRITZ APPROACH AI that matters First mover – high ambition, value first AI-cautious PILLARS OF AI VALUE FROM ADOPTION TO COMPETITIVE ADVANTAGE ADOPT Personal Productivity MICROSOFT 365 COPILOT AUTOMATE Process Automation COPILOT AGENTS ACCELERATE Market-Proven Accelerators INDUSTRY SOLUTIONS DIFFERENTIATE Competitive Advantage STRATEGIC AI SOLUTIONS • Support everyday work • Improve efficiency and creativity • Automate repetitive work • Create connected workflows • Adopt proven solutions • Scale through partners and platforms • Address selected business priorities • Create high business impact increasing business value → 10,000+ users · 94% adoption rate 1.4 h saved per user/week 30,700+ participants in trainings 10,450+ AI agents created ~800 agent builders 1,800+ agents in constant usage 530 agents shared with colleagues GitHub Copilot Coding agent Microsoft Copilot Cowork Autonomous AI teammate Luminance Legal-grade AI Synthesis AI-powered video generation ANDRITZ Engineering Assistant RFQ/SCAP Analysis Agent Knowledge Preservation Field Service Agent Contract Assistant Lessons Learned/NCR AI COMPETENCE CENTER Governance Orchestration Support Exploration Selected examples Selected examples
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D I G I TA L I Z AT I O N S T R AT E G Y SECURE FOUNDATION 21 Protecting the Group and lowering the cost of risk SECURITY BUILT INTO THE FOUNDATION ONE GLOBAL TEAM Infrastructure Operations & Cybersecurity combined SECURE BY DESIGN Security embedded in every IT service BOARD-LEVEL GOVERNANCE Executive Board-sponsored Cybersecurity Steering Committee (CSSC) COST ADVANTAGE · CYBER INSURANCE CERTIFIED & COMPLIANT · ISO27001 / NIS2 * MEASURABLE MATURITY · CIS 18 ** COSTS BELOW MARKET AVERAGE (MARSH BENCHMARK) −12.3% retention / deductible vs. industry average −8.3% premium per EUR 1 Mio coverage vs. industry average Strong security posture lowers the cost of risk transfer Source: Marsh – manufacturing peers 2026, revenue EUR 6.7–11.5 bn ISO27001 CERTIFICATION AUDITS 2025–2026 Global certification approach 0 Major nonconformities Would put a certificate at risk 5 Minor nonconformities Expected - Routine fixes within agreed deadlines 36 Improvement opportunities Continuous improvement - Tips for further maturity 0 Observations Points to monitor CIS 18 MATURITY (0–5) · INDEPENDENTLY VERIFIED BY MSECB 3.46 maturity score end of 2025 3.61 target end of 2026 4.0 risk-based target (maximum = 5) 0 1 2 3 4 5 2019 2020 2021 2022 2023 2024 2025 2026 ANDRITZ Plan Target 5 is the maximum – deliberately not our aim. Our risk management currently defines 4.0 and reviews it continuously – active risk management. EXTERNALLY VERIFIED NIS2 READINESS 97% NIS2 compliance ANDRITZ – 4 of 6 domains at 100% A CyberRisk Rating ANDRITZ Austria – lowest risk category * Exemplary for the ANDRITZ global framework support – NIS2 readiness externally assessed: Italy (SCUADRA), Austria (KSV1870) / ISO27001 with various auditors globally Italy Austria With every incident, an own cost share applies. The ANDRITZ own cost share is approximately 12% below peer rates. Insurers define premium costs for the insured volume. The ANDRITZ premium per insured volume quota is ~8% below peer rates. ** The CIS 18 (officially the Center for Internet Security Critical Security Controls) is an officially accepted list of the 18 most essential cybersecurity actions an organization must take to defend against the most common cyberattacks.
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D I G I TA L I Z AT I O N S T R AT E G Y FROM AUTOMATION TO AUTONOMY 22 Providing measurable benefit and shareholder value for our customers G L O B A L A U T O M A T I O N P R E S E N C E > 100 LOCAT IONS > 2,000 EM PLOYEES > 40 COUNT RIES > 12,000 INSTALLED BASE ASSET Keep assets productive throughout their entire lifecycle PROCESS Turn complex processes into stable, predictable and efficient operations EFFICIENCY Turn operational data into measurable improvements in efficiency We set new standards in industrial performance by combining deep process know-how with our digital products. “ANDRITZ’ aim is to make the fully autonomous operations a reality.”
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D I G I TA L I Z AT I O N S T R AT E G Y FROM AUTOMATION TO AUTONOMY 23 A major contribution to ANDRITZ business success ~€800 mn Total business volume ~ 10% CAGR in the last 5 years AEI – AUTOMATION, ELECTRIFICATION, INSTRUMENTATION • Turnkey, all-in-one automation solutions engineered end-to-end, from design to commissioning • Electrification and instrumentation delivered as one integrated scope — not separate purchases • Plant automation upgrades that modernize running operations without disruption • Cybersecurity-proofed by design in every delivery DIGITALIZATION • Metris Digital twin solutions • Metris Operator Trainings simulators (OTS) • IDEAS physics-based simulation combined with AI for interpretable, auditable optimization • Asset Performance Management on an IIoT / Industry 4.0 architecture • Metris Operation of process performance contracts - outcome-based, pay-after- savings commercial model • Digital service contracts SMART SOLUTIONS • Smart robotics and vision systems that raise automation at the physical layer • Advanced analyzers and condition monitoring systems • Built for the operations where manual inspection still dominates today • The physical link connecting automation and digitalization to the plant floor
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D I G I TA L I Z AT I O N S T R AT E G Y DIGITALIZATION: METRIS, THE OPEN AND SCALABLE DIGITAL PLATFORM 24 One platform serving all ANDRITZ business areas, enabler for autonomous operation METRIS – OPEN, VENDOR -NEUTRAL DIGITAL PLATFORM Asset optimization Process optimization Operational efficiency S H O P F L O O R L E V E L SIEMENS HONEYWELL ROCKWELL ABB OTHERS HYDROPOWERPULP & PAPER METALS ENVIRONMENT & ENERGY
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D I G I TA L I Z AT I O N S T R AT E G Y DELIVERING CUSTOMER VALUE WITH 12,000+ INSTALLED BASE 25 Turning automation into autonomy for every plant we build I N C R E A S I N G C U S T O M E R VA L U E → 01 Process optimization ADVANCED PROCESS CONTROL Less variability. More control. Better decisions. up to 20% COST REDUCTION 02 Asset optimization ASSET LIFECYCLE M ANAGEM ENT More uptime. Less downtime. Longer value. up to 3% AVAILABILITY INCREASE 03 Operational efficiency DATA -DRIVEN OPTIMIZATION Less input. More output. Max impact. up to 10% PRODUCTIVITY INCREASE ANDRITZ BUSINESS MODEL VARIANTS – FULFILLING ALL CUSTOMER NEEDS Supply contracts | Performance-based contracts | Software as a Service (SaaS)
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D I G I TA L I Z AT I O N S T R AT E G Y AI JOURNEY - EARLY MOVER TO AWARD WINNER 26 Four milestones that turned early AI investments into market -proven products and external recognition E A R L Y M O V E R 1 E Q U I T Y P A R T I C I P A T I O N Investment in PSIORI Strategic stake in the data-science company PSIORI in 2018: advanced AI for industrial automation. S T A T U S Close cooperation with PSIORI for many AI solutions A I E M B E D D E D 2 M A C H I N E L E A R N I N G Metris All-in-One Platform Machine Learning Studio embeds AI directly on process data in numerous installations, easy to use for end users and engineers. S T A T U S > 100 customer installations I N N O V A T I V E P R O D U C T S 3 C O M P U T E R V I S I O N Autonomous Operations AI moves from analytics into physical operations: e.g. fully autonomous log handling, developed together with PSIORI. S T A T U S Live at customer sites M A R K E T R E C O G N I T I O N 4 G E N E R A T I V E A I / L L M AWARD WINNER Metris Copilot & AI Dashboarding Industrial AI assistant for optimization, anomaly detection and decision support. Winner of the Microsoft Intelligent Manufacturing Award. S T A T U S Multiple projects · Dashboarding in Metris 2026.R2
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ENVIRONMENT SOCIAL GOVERNANCE Enabling the green transition Supporting people to grow Governing with integrity We provide INNOVATIVE, RESOURCE-EFFICIENT solutions for our customers and reduce the environmental footprint of our own operations. We create a SAFE AND FAIR work environment that promotes equal opportunities and personal development. We uphold HIGH ETHICAL STANDARDS and responsible business practices across our operations and value chain. 27 E S G S T R AT E G Y OUR NEW SUSTAINABILITY PROGRAM 2026 -2030 Shaping a more sustainable future with our ESG commitment and new KPIs
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28 * Suppliers evaluated and approved using criteria that include sustainability aspects before being added to the ANDRITZ pool of suppliers ** Index covers key sustainability-related ISO standards for environment, energy, OHS, quality, and compliance management ENVIRONMENT SOCIAL GOVERNANCE E S G S T R AT E G Y NEW ESG TARGETS 2030 E-impact revenue > 50% GHG emissions, relative Own operations Water use in water-stressed areas Waste to landfill 18 → 10 t/MEUR -25% -25%Own operations -42% Value chain -25% GHG emissions, absolute (SBTi) LTIFR < 1 Women in people leadership positions > 15% Voluntary employee turnover < 4% Employee engagement index > 75 Supplier prequalification* > 90% Supplier social audits > 100 annually Sustainability-rated suppliers 20,000 suppliers rated by third party Certified sustainability management index** 100% of the set 2030 target Base year 2023
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SOCIAL GOVERNANCE ENVIRONMENT Focus areas LTIFR Women in people leader positions Voluntary employee turnover Employee engagement index E-impact revenue GHG emissions, absolute Own operations Value chain GHG emissions, relative Own operations Water use in water- stressed areas Waste to landfill Supplier prequalification Supplier social audits Sustainability-rated suppliers Certified sustainability management index > 50% - 42% - 25% 18 → 10 t/MEUR - 25% - 25% < 1 > 15% < 4% > 75 > 90% > 100 in total 20,000** 100%*** 2030 targets * to compare YTD-6 2026 with YTD-12 2023, the YTD-6 2026 figure was extrapolated to the full year ** suppliers rated by third party *** of the set 2030 target 2.36 13.5% 5.1% 75 45% - 0% (131 143 tCO2e) - 0% (60 463 465 tCO2e) 18 t/MEUR - 0% (45.8 l/DLH) - 0% (1.1 kg/DLH) 90% 64 in total 9,000 48% 2023: base year Progress 2026 1.03 14.8% 4.2% Annual only 50% 40.5*% Annual only 11.1 (t/MEUR) -17.5% -10.9% 89.2% 41 5,400 Annual only H1 2026 29 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓✓ ✓ ✓✓ ✓✓ …achieved ✓ …on track ESG S T R AT E G Y ESG 2030 TARGETS – H1 2026 STATUS UPDATE
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30 ANDRITZ commits to reduce absolute scope 1 and 2 GHG emissions 42% by 2030 from a 2023 base year. ANDRITZ also commits to reduce absolute scope 3 GHG emissions 25% within the same timeframe. Improvements in all major ESG ratings; climate targets validated by the SBTi RATING GOLD | TOP 5% 2024: Bronze RATING B- | PRIME 2025: C+ | Prime ESG SCORE 53 2024: 47 RATING 20.2 (MEDIUM RISK) 2025: 20.5 | Medium Risk RATING B 2024: C RATING A 2025: BBB ✓ E S G S T R AT E G Y ESG PERFORMANCE EXTERNALLY RECOGNIZED
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31 BA Quotation Construction Operation TRL* Green Hydrogen EE 8 Carbon Capture EE 8 Textile Recycling PP 5-9 Battery Plant ME 7-9 Bio-Methanol PP 8-9 Side Streams PP 7-9 Syn. Condenser HY 9 I N N O VAT I O N FROM GROWTH IDEAS TO MARKET -READY SOLUTIONS Green markets currently challenging; our solutions are in place to capture growth as demand returns Green investments - ANDRITZ is ready to scale when demand returns What ANDRITZ has achieved Technologies developed to market readiness, market entry completed, evolved to respectable partner for Capital and Service businesses Current market status Green investment activity below initial expectations but mid-term prospects intact Proof of scalability Examples like synchronous condensers with significant revenue potential Positioning Relevant installations and capabilities are in place to capture the next green investment wave ANDRITZ technology is ready, mid-term market prospects intact 1 TECHNOLOGY DEVELOPED Over the past three years 2 CUSTOMER VALIDATED Solutions valued by customers 3 MARKET ESTABLISHED Relevant references in place 4 READY TO SCALE Prepared as demand returns * Technology readiness level
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32 Revenue € 10 bn by 2029 Comparable EBITA margin 10% (9% to 11% range) by 2029 LONG-TERM PROFITABLE GROWTH • Organic revenue growth in both Capital and Service business, supported by strong energy boom and existing backlog • Disciplined bolt-on M&A • Digitalization, automation and AI roll-out across the portfolio • Selective capacity adjustments • Improved project quality and execution, phase-out of legacy projects • Increased productivity • Higher manufacturing share in best-cost-countries FINANCIAL TARGETS 2029 M I D- T E R M F I N A N C I A L TA R G E T S NEW MID -TERM TARGETS 2029
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33 PULP & PAPER 11.7 11.1 10.5 11.0 10.8 10.8 2021 2022 2023 2024 2025 LTM H1 26 2029 PULP & PAPER 2027: 11-13% = 2029: 11-13% 11-13% 6.0 5.6 6.2 6.1 6.8 7.2 2021 2022 2023 2024 2025 LTM H1 26 2029 HYDROPOWER 2027: 7-9% 2029: 8-10% 8-10% PULP & PAPER 10.9 11.1 11.4 11.1 10.6 10.4 2021 2022 2023 2024 2025 LTM H1 26 2029 ENVIRONMENT & ENERGY 2027: 10-13% 2029: 10-12% 10-12% PULP & PAPER 2.0 3.7 5.1 5.5 6.1 6.4 2021 2022 2023 2024 2025 LTM H1 26 2029 METALS 2027: 6-8% 2029: 7-9% 7-9% M I D- T E R M F I N A N C I A L TA R G E T S NEW MID -TERM TARGETS 2029: COMP. EBITA MARGIN
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34 6,463 7,543 8,660 8,314 7,883 8,260 10,000 2021 2022 2023 2024 2025 2026 Consensus 2027 2028 2029 Revenue growth CAGR 2026 – 2029 Revenues (in € mn) Comp. EBITA margin (in %) +6.6% 8.5% 8.5% 8.7% 8.9% 8.9% 9.0% Record backlog, more favorable end -market cycles, new pockets of structural growth 10% • Step change to new € 12 bn record order backlog provides strongest revenue visibility in history • Business Area dynamics mostly in early upcycle, much more favorable compared to last CMD in 2024 • New structural demand from electrical and renewable energy transition • Pockets of significant growth such as pumped storage, data centers and grid stability • Scope for larger projects, financial flexibility for larger acquisitions and/or more bolt-on M&A Revenue growth • Improved backlog quality, project execution and pricing • Phase-out of legacy projects, restructuring benefits • Margin-accretive bolt-on M&A Margin expansion Revenue growth CAGR 2021 – 2026 +5.0% M I D- T E R M F I N A N C I A L TA R G E T S NEW MID -TERM TARGETS 2029 UNDERPINNED BY TANGIBLE LEVERS
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C A P I TA L M A R K E T S D AY 2 0 2 6 FINANCIAL STRATEGY UPDATE VANESSA HELLWING CFO ANDRITZ
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VA L U E C R E AT I O N S T R AT E G Y VALUE CREATION DRIVEN BY STRONG ROIC Industry -leading ROIC profile, significant value creation above WACC ROIC AS A KEY MEASURE OF VALUE CREATION AND CAPITAL ALLOCATION STEERING TOOL Monitoring M&A targets upon ROIC impact Beyond tangible acquisition criteria such as multiples, also monitoring the target’s impact on invested capital and margins 18.5% ROIC in H1 2026 12m rolling average 9.1% WACC in H1 2026 (8.2% average 2018-2026) 17.1% Average ROIC in 2018-2026 +550 bps Increase in ROIC since 2018 18.7% Average ROIC excl. NOI in 2018-2026 € 2 bn Economic value added* since 2018However, growth generation remains a priority as well Long-term profitable growth strategy implies focus on returns while realizing opportunities for organic and acquisitive growth Maximizing economic value added Driving NOPAT via growth and margin improvements, maintaining a disciplined invested capital position and WACC optimized Ensuring ROIC at a substantial spread to WACC Driven by disciplined capex and M&A and steady margin progress, ensuring value creation across the cycle *As per definition Mauboussin: EVA = NOPAT – (WACC x Invested Capital)36
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37 Note: ROIC as per definition Mauboussin – post-tax, incl. GW & intangibles and 5% operating cash, and based on EBITA reported VA L U E C R E AT I O N S T R AT E G Y VALUE CREATIO N DRIVEN BY STRONG ROIC ROIC recovery in 2026 • Following temporary M&A-driven dilution of ROIC in 2025 • Growth of EBITA (12mo rolling) • Stable average invested capital ROIC significantly above WACC implies material value generation ROIC excluding NOI • 14% floor across the cycle • Highlighting robustness and substantial value generation even in trough years Industry -leading ROIC profile, significant value creation even in downcycle ROIC vs WACC 13.9% 14.8% 15.6% 17.1% 19.8% 23.2% 23.7% 19.6% 20.4% 13.0% 10.4% 12.3% 16.9% 20.0% 22.6% 22.5% 17.8% 18.5% 8.6% 8.6% 6.9% 7.1% 9.0% 8.2% 8.2% 8.4% 9.1% 2018 2019 2020 2021 2022 2023 2024 2025 H1 2026 (12m rolling) ROIC (comp. EBITA) ROIC WACC
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40% 33% 22% 5% 110% 2020-2025 Share buyback M&A Dividends Capex Operating cash flow CAPITAL ALLOCATION BALANCED AND COVERED BY OPERATING CASH FLOW C A P I TA L A L L O C AT I O N S T R AT E G Y ENHANCED AND BALANCED CAPITAL ALLOCATION Continued spending on capex, dividends & M&A - capital allocation remains balanced and funded internally 100% • Maintenance capex (rather limited given asset-light business model) • Selective capacity expansion (e.g. turbo generators) • Increasing investments in digitalization, IT and software • Sustainability capex (internal as well as customer projects) DISCIPLINED CAPITAL EXPENDITURE Opportunistic and depending in alternative capital allocation requirements OPPORTUNISTIC SHARE BUYBACK Predominant focus on bolt-on model, financial flexibility for larger deals BOLT-ON AND STRATEGIC M&A • Continuation of progressive dividend policy with 50-60% target payout • Fifth consecutive increase in dividends to 2.70 EUR in 2025 PROGRESSIVE DIVIDENDS 38
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M & A S T R AT E G Y FOUNDATION OF ANDRITZ’S M&A SUCCESS STORY Disciplined and proven M&A model, supported by tracking of post -merger integration success MONITORING VALUE ACCRETION VIA ACQUISITION TRACKING 6-9x Acquisition multiples range Synergies Commercial Service Procurement Operations 5-8x Post- synergy multiples1) Resulting in significant margin accretion +380bps Margin-accretive acquisitions since 2018 +210bps Comp. EBITA margin since 20183) +550bps ROIC Since 20183) Balance-sheet discipline 11% Goodwill Ø 2018-2025 3% Intangibles Ø 2018-2025 Monitored by acquisition tracking 1) 5-8x post-synergy multiples range 3 years after acquisition; multiples are EV/EBITDA multiples 2) Peer group consisting of Valmet, GEA, Duerr and Sulzer 3) 2018 to LTM H1 2026 MAINTAINING STRONG BALANCE SHEET DISCIPLINE & FLEXIBILITY ACROSS THE CYCLE Tangible evidence of value accretion Peer group2 comparison 22% Goodwill Ø 2018-2025 9% Intangibles Ø 2018-2025 Financial headroom € -0.3 bn Net debt / (cash) Ø 2018-2025 -0.4x Leverage Ø 2018-2025 Peer group2 comparison € 0.5 bn Net debt / (cash) Ø 2018-2025 0.5x Leverage Ø 2018-2025 39 Disciplined and synergistic approach
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F I N A N C I N G S T R AT E G Y STRONG FINANCIAL POSITION 40 LIQUID FUNDS and NET LIQUIDITY (in € mn) Liquid funds = cash & cash equivalents + term deposits + other short-term securities Net liquidity = Liquid funds - loans Note: Since January 1, 2019, lease liabilities are excluded from the calculation of net liquidity; 2018 adjusted Significant financial flexibility from gross liquidity and revolving credit facility Close to € 1 bn Gross liquidity € 500 mn Revolving credit facility Strong financial headroom € 600 mn Net liquidity -0.6x vs 1.75x Current vs maximum financial leverage Significant strategic flexibility > € 2 bn Dry powder 1,507 1,772 1,280 1,610 1,719 1,838 2,051 1,787 1,434 1,261 964 1,761 1,464 945 908 -100 245 421 703 983 920 905 713 593 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 H1 2026 Liquid funds RCF (€ 500mn) Net liquidity
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930 894 830 846 893 1,074 1,031 1,104 1,191 1,243 1,218 1,222 1,226 1,248 1,218 1,246 1,457 1,437 1,377 1,482 1,463 1,614 1,532 1,659 1,657 -355 -264 -213 -175 -223 -257 -373 -589 -699 -718 -681 -535 -422 -362 -359 -516 -559 -455 -414 -458 -483 -562 -548 -698 -783 14% 13% 12% 13% 14% 17% 16% 17% 18% 17% 16% 15% 15% 15% 14% 15% 17% 17% 17% 18% 18% 21% 19% 21% 21% -5% -4% -3% -3% -3% -4% -6% -9% -10% -10% -9% -7% -5% -4% -4% -6% -7% -5% -5% -6% -6% -7% -7% -9% -10% 8% 9% 9% 10% 10% 13% 10% 8% 7% 7% 7% 9% 10% 10% 10% 9% 11% 12% 12% 13% 12% 13% 12% 12% 11% Q2 2020 Q3 2020 Q4 2020 Q1 2021 Q2 2021 Q3 2021 Q4 2021 Q1 2022 Q2 2022 Q3 2022 Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Q3 2025 Q4 2025 Q1 2026 Q2 2026 Trade Working Capital (Inventories + Receivables - Payables) Contract Assets & Liabilities + Advance Payments made Trade Working Capital / 12m Revenue Contract Assets & Liabilities + Advance Payments made / 12m Revenue Operating Net Working Capital / 12m Revenue 41 Trade Working Capital • Inventories + Receivables - Payables • Structural increase due to increase in Service share • Goal: Optimize but keep business opportunities intact Contract Working Capital • Contract Assets & Liabilities and Advance Payments Made • Driven by prepayments and progress on project execution • Increase in prepayments and contract liabilities driven by strong OI • Goal: maintain negative contract liabilities balance across project cycle TRADE WORKING CAPITAL CONTRACT WORKING CAPITAL O P E R AT I N G N W C S T R AT E G Y OPERATING NET WORKING CAPITAL DEVELOPMENT Strategy for Operating NWC: 1) Minimize trade working capital, 2) Keep negative contract liabilities balance
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VA L U E C R E AT I O N S T R AT E G Y STRUCTURAL IMPROVEMENTS #1ANDRITZinSync program defining transformation initiatives #1ANDRITZinSync A comprehensive set of transformation initiatives • Global transformation program implementing shared services across central functions, enabled by simpler legal structures and a shared system landscape • Key targets: increase process standards and thereby increase level of automation & enable more real-time analysis, optimize global support structure Enterprise architecture of central functions & services • Standardizing Finance, HR and Supply Chain services across the Group • More consistent ways of working, improving transparency and supporting growth Simplified legal structure and ERP roll-out as basis • Legal entity optimization (LEO) for simplified legal structures • Full ANDRITZ ERP (ASAP) roll-out for common systems and processes at entity level • As entities move through LEO and onto ASAP, Global Business Service (GBS) solutions can be implemented Administrative & transactional backbone supporting customer relationships, engineering & project management 42
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0 10 20 30 40 50 60 70 80 90 100 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Substantial value creation for all stakeholders since the IPO in 2001 43 TOTAL SHAREHOLDER RETURN SINCE IPO Share Price Performance: +3,100% IPO price of € 2.625 incl. 8 share splits (€ 21 at IPO) Actual price of € 85 (€ 680 excl. 8 share splits) 25 Dividend Payments: € 210.80 in total Total Shareholder Return: +6,600% Share performance including reinvested dividends 9x the TSR performance of the STOXX Europe 600 Industrial Goods & Services Index T O TA L S H A R E H O L D E R R E T U R N 25 -YEAR STOCK MARKET ANNIVERSARY IN 2026
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Order intake continues on >2 BEUR run -rate, FY 2026 guidance confirmed C A P I TA L M A R K E T S T R AT E G Y Q3 2026 TRADING UPDATE 44 • Q3 2026 preliminary Order Intake still hovering at > 2 BEUR run-rate • Above 2 BEUR for 8th consecutive quarter • Larger modernization order in Slovakia (mid triple-digit) booked in Q3 Q3 2026 Trading Update • Guidance for FY 2026 confirmed • Well within target corridors for revenue & comp. EBITA margin FY 2026 Guidance DEVELOPMENT OF ORDER INTAKE (in € mn) FY 2026 FINANCIAL GUIDANCE
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C A P I TA L M A R K E T S D AY 2 0 2 6 ENERGY EXPOSURE DR. JOACHIM SCHÖNBECK CEO ANDRITZ FRÉDÉRIC SAUZE CEO HYDROPOWER JARNO NYMARK CEO PULP & PAPER
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46 *FY 2026 estimates **Based on FY 2026 Bloomberg consensus Energy-related revenue exposure € ~3bn of energy-related revenue** across diversified technologies and customer applications and Service in all Business Areas Well positioned to benefit from rising demand for renewable power, AI-driven data center, grid stability and power storage ANDRITZ – a sizeable energy platform 18% PP 6% ME 66% HY 10% EE 36% of Group revenue* linked to power generation, storage, grid stability and electrification E N E R G Y E X P O S U R E ENERGY IS A DOMINANT EXPOSURE AT ANDRITZ 36% of Group revenue* c.€ 3 bn Energy-related Group revenue** ANDRITZ’s energy businesses in detail* Hydropower greenfields and modernizations Turbo generators Cooling pumps Power generation 44% Hydro pumped storage Synchronous condensers Battery & battery recycling Electric steel Storage, grid stability, electrification & e-mobility 29% Power and recovery boilers Waste-to-Energy Clean Air technologies Green Hydrogen Carbon Capture Energy transition & decarbonization 27% 28% 29% 32% 36% 2023 2024 2025 2026 est.
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HYDROPOWER GROWTH STRATEGY FRÉDÉRIC SAUZE CEO HYDROPOWER
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48 STRUCTURAL MARKET DRIVERS Impact on ANDRITZ HYDROPOWER H Y D R O P O W E R G R O W T H S T R AT E G Y HYDROPOWER MARKET DYNAMICS The energy transition expands Hydropower’s role beyond generation 3 Grid stability under pressure Increasing demand for synchronous condensers and electrical power systems • Reduced rotating mass and new offshore wind connections make power systems more difficult to stabilize • This drives new grid connections in emerging markets and upgrades in advanced markets 4 AI data center expansion accelerates power demand Rising need for turbo generators• Data centers require substantial additional reliable generation capacity • Gas turbines require a coupled turbo generator to convert its mechanical output into electricity 2 Significant investments in variable solar and wind requires Rising demand for pumped storage and reservoir hydropower as ‘water batteries’ • Energy storage capacities • Flexible electricity generation • Grid security to compensate for instabilities and ensure ability to restart the grid after a blackout 1 Rising electricity demand Solid long-term demand base for new hydropower investments • Decarbonization & electrification: transition from fossil fuel to low-carbon & renewable electricity • Data centers / AI: electricity demand to double by 2030 • Electrification stimulates entrepreneurship and economic growth in emerging markets Pledge to triple renewables capacity by 2030 impossible without Hydropower Pledge to increase global energy storage capacity to 1.5TW by 2030 impossible without Pumped Storage
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49 STRUCTURAL MARKET DRIVERS H Y D R O P O W E R G R O W T H S T R AT E G Y HYDROPOWER MARKET DYNAMICS 7 Hydropower industry developing from sequential bidding to early collaboration Optimized technology and faster realization strengthen long-term customer partnerships • Customers increasingly select technology partners based on an initial scope & reference requirements • Early contractor involvement enables joint optimization and can shorten total project realization by 1-2y 5 Aging installed base drives need for rehabilitation, modernization and digitalization Modernization demand is strongest in Africa, NAM, LATAM and Asia, further supported by changing operating regimes • Approx. 40% of the global outstanding hydropower fleet is older than 40 years1) • Modernization drives investment in digital and automation solutions • Cybersecurity, remote operation & predictive maintenance improve asset reliability & lifecycle performance • Automation, digitalization and cybersecurity are becoming essential across the plant lifecycle 8 Digital technologies are reshaping hydropower operations Offer automation, hybrid controls, digital asset management & digital twins across the lifecycle Impact on ANDRITZ HYDROPOWER 6 Policy and public funding accelerate investment Broader and easier to finance project pipeline increases opportunities for ANDRITZ Hydropower • The World Bank, Asian Development Bank, African Development Bank and Inter-American Development Bank support renewable-energy deployment and grid connections • The EU supports strategic infrastructure through the Connecting Europe Facility, Projects of Common Interest and the Global Gateway • EIB & EBRD develop financing structures from feasibility studies to long-term power purchase agreements • Development agencies provide combined project and financial support, while new European Union guarantees to mobilize private investment are under discussion 1) IHA World Hydropower Outlook 2023
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50 H Y D R O P O W E R G R O W T H S T R AT E G Y HYDROPOWER STRATEGY SNAPSHOT Three expansion areas - ambition to grow to € 3bn revenue in the medium -term (3 -5 yrs) Note: Financials refer to FY 2025 € 2.5bn Order intake € 4.5bn Order backlog €1.7bn Revenue € 117mn Comparable EBITA 6,300+ Employees HYDROPOWER SOLUTIONS New-builds Canada, Brazil, Africa, Asia Pacific Modernizations Evolving from power & efficiency increases to flexibility & conversion to storage Hydro pumped storage Strong market share gains in India and outside China #1 worldwide in revenue, setting higher profitability targets 1 GRID SOLUTIONS Synchronous condensers A newcomer with strong competitive edge Grid systems and infrastructure Several products and solutions under development Turbo generators Significant expansion 2 Ambition to grow to € 1bn revenue LIFETIME & DIGITAL SERVICES for both Hydropower & Grid Solutions Installed base services Digital twins Operation & Maintenance solutions 3 #1 globally
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51 HYDROPOWER PUMPED STORAGE Product / solution snapshot FY 2025 materiality Order intake Book/bill >4 Avg. project lead time ~5 yrs Market size, expected growth, regional exposure and growth drivers • Addressable market2): € 1bn outside of China • Global pump storage capacity expected to double by 2035 and triple until 20401) • ANDRITZ market position: #1 outside of China • Growth driver 1: Renewable expansion increases the need for energy storage • Growth driver 2: Growing global demand for long-duration storage capacities • Growth driver 3: Flexible operation helps balance supply and demand • Growth driver 4: Grid stability requires rapid response and physical inertia Growth strategy, expansion plans / M&A potential Strategy to participate • Strengthen business development and pre-sales • Develop holistic &integrated system approaches, incl. system modelling and grid simulation • Joint Capex & Opex optimization (business case validation) Expansion plans • Assess cooperation opportunities with potential EPC contractors and local utility & partner Pumped-storage plants act as giant batteries, storing surplus renewable electricity and releasing it when needed to balance variable generation and support grid stability. Offering of complete electromechanical equipment: • Customized pump-turbines and pumps • Fixed- & variable-speed motor generators • Automation, and electrical systems and mechanical auxiliaries Pumped storage capacity (in GW)1 Regional exposure (Avg. OI 2023-2025) Key external source(s) for expected market growth: 1) IHA World Hydropower Outlook 2026; 2) internal estimates 200 400 600 2025 2035e 2040e x2 x3 Mid triple- digit Large-scale energy storage as the backbone of reliable renewable energy integration 31% EMEA 69% APAC
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52 HYDROPOWER PUMPED STORAGE Large-scale energy storage as the backbone of reliable renewable energy integration Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line As renewable generation expands, demand for reliable long-duration storage, flexible operation and grid stability is increasing. High technical complexity, proven references and long-term project commitments create significant entry barriers. ANDRITZ can build on its leading market position outside China through its complete electromechanical portfolio, continuous R&D, execution excellence and lifecycle asset management capabilities. Key competitors: Voith and GE Vernova; Chinese manufacturers mainly for domestic market Entry barriers • Advanced technological expertise • High-end manufacturing capabilities • Extensive reference base Risks and challenges • Timing of investment decisions • Large scale Battery Energy Storage (BESS) compete for small duration storage • Long development periods Service potential Future service potential • Lifecycle asset management during operation • Repairs & upgrades • Long-term Service and maintenance ANDRITZ strengths and USP • Complete Electromechanical portfolio including Automation and Hydromechanical equipment • Global manufacturing & execution • Early involvement in projects & continuous R&D • Lifecycle asset management expertise Current customer segments • Worldwide utilities • Grid operators • Private investors EPC contractors Customer opportunities • New pumped storage plants • Plant extension • Retrofit & modernization • Digital & lifecycle Services
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53 HYDROPOWER NEW -BUILD SOLUTIONS Product / solution snapshot FY 2025 scale Order intake Book/bill 1.5 Average project lead time ~5 yrs Market size, expected growth, regional exposure and growth drivers • Addressable market2): € 1.5 - 2 bn outside of China • ANDRITZ market position: #2 outside of China • Stable growth in installed capacity between 1-2% per year and heavily concentrated in emerging economies1) • Growth driver 1: Growing electricity demand (in Africa, SEA, South and Central Asia) • Growth driver 2: Higher variable renewables shares require more flexible generation • Growth driver 3: Grid security > offsets instabilities; grid restart after blackout Growth strategy, expansion plans / acquisitions potential Strategy to participate • Strengthen business development and early sales work • Partnering programs with developers, utilities and in the supply chain • Joint capital spending & operating cost optimization (business case validation) Run-of-river plants provide clean electricity from natural river flows; reservoir plants store & manage water to deliver reliable power and support mass integration of wind & solar energy. Customized solutions “from water-to-wire”: • Penstocks and gates • (Environmentally friendly) turbines and generators up to > 800MW • Automation, and electrical systems and mechanical auxiliaries Installed capacity – conventional HP (in GW)1 Regional exposure (OI 2025) 1) IHA World Hydropower Outlook 2023-2026; 2) internal estimates 1,222 1,237 1,253 1,269 1,350 2022 2023 2024 2025 2030e Mid triple- digit 1-2% p.a. 2% 4% 39%55% NAM LAM EMEA APAC Expansion plans • Assess cooperation opportunities with potential engineering and construction contractors, civil construction companies and local utilities • Further expand capacities and capabilities in the regions (“Asia for Asia”) Run-of-river hydro for steady power; reservoir hydro for flexible and seasonal supply
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54 HYDROPOWER NEW -BUILD SOLUTIONS Run-of-river hydro for steady power; reservoir hydro for flexible and seasonal supply Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line Rising electricity demand, renewable integration and grid-security needs create sustained demand for new-build hydropower, particularly in emerging and emerging markets. ANDRITZ is well positioned through its complete electromechanical portfolio, global execution capabilities and extensive reference base. Partnership programs, regional capabilities and international financing support project realization, while the growing installed base creates long-term lifecycle service opportunities. Key competitors: Voith and GE Vernova; Chinese manufacturers, local suppliers and numerous small players Entry barriers for larger schemes • Advanced technological expertise • High-end manufacturing capabilities • Extensive reference base & mega projects Risks and challenges • Complicated financing structures • Tariffs in emerging economies need support for viability • Long-term commitment in early phase of mega projects • Long development periods in advanced economies (concessions) Service potential Future service potential • Lifecycle asset management during operation • Repairs & upgrades • Long-term Service and maintenance ANDRITZ USP and key strengths • Complete Electromechanical portfolio including Automation and Hydromechanical equipment • Global manufacturing & execution • Early involvement in projects & continuous R&D • Experience in mega projects • Partnering with Civil and Engineering companies • Lifecycle asset management expertise Current customer segments • Majority is in the public sector (government) globally • Global utilities • Private investors • EPC contractors Customer opportunities • Steady 24/7 power in emerging economies • Significant untapped potential in Africa • Electricity exports support economic development • Digital & lifecycle Services
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55 HYDROPOWER PLANT MODERNIZATIONS & SERVICE Product / solution snapshot FY 2025 scale Order intake > € 1bn Book/bill >1 Average project lead time ~5 yrs Market size, expected growth, regional exposure and growth drivers Market Size1) (in € bn) • Addressable market: € ~3.5bn2) outside China • ANDRITZ market position: #1 • Growth driver 1 - Aging fleet: c.40% of outstanding hydropower fleet is >40 years old3) • Growth driver 2 - Energy transition: Changing power systems require more flexible operation from existing plants • Growth driver 3 - Grid stability requirements: Modernized hydro units provide inertia, frequency support and voltage control Growth strategy, expansion plans / acquisitions potential Strategy to participate • Expand long-term customer partnering programs • Develop tailored solutions for existing assets • Improve project execution, operational performance and reliability • Utilize digital technologies for lifecycle optimization Expansion plans and acquisitions potential • Evaluate local expansion and acquisitions opportunities to improve customer proximity and emergency response • Expand digital twins for improved predictive maintenance and remote operation 30% 13%46% 10% NAM LAM EMEA APAC 1) & 2) Management estimates 3) IHA World Hydropower Outlook 2023 Regional exposure (OI 2025) 2.5 3.4 3.5 4.5 2023 2024 2025 2030e Hydropower modernization upgrades aging plants to increase output and efficiency, extend operating life and meet today’s more flexible grid requirements. • Higher output & efficiency • Longer asset life & reliability and improved environmental performance • Digital monitoring and lifetime asset management Unlocking more output, flexibility and lifetime from existing hydropower assets
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56 HYDROPOWER PLANT MODERNIZATIONS & SERVICE Unlocking more output, flexibility and lifetime from existing hydropower assets Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line An aging global fleet and changing grid requirements create structural demand for hydropower modernization. ANDRITZ’s leading market position, extensive installed-base knowledge and complete lifecycle capabilities provide a sustainable competitive advantage. Modernization, digital services and long-term asset management offer resilient growth, while the complexity of existing plants creates meaningful entry barriers. Key competitors: Voith & GE Vernova; local service providers for less complex projects Entry barriers • Local presence with professionals and back up structure required, even in smaller markets • Price-sensitive customers often favor lower-cost local suppliers Risks and challenges • High technical complexity with existing civil work constraints • Shortest possible outage times • Uncertainty regarding hidden defects Service potential Future service potential • Increase share of Lifecycle Asset • Operations support for private investors (e.g., India Pumped Storage, Australia) • Management during operation ANDRITZ strengths and USP • Huge installed own fleet globally • In-house competence to cover complete Service and equipment portfolio • Global sourcing and supply chain • Central and regional pools of experts • Continuous R&D Current customer segments • Public and private utilities • Financial investors Customer opportunities • Unlock significant additional value from existing infrastructure • Increased output and plant life • Transform conventional hydro plants into flexible grid assets • Digital and lifecycle Services
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57 TURBO GENERATORS Expanding capacity to support AI -driven demand for reliable grid and data -center powering Product / solution snapshot Turbo generators convert the mechanical energy of a gas turbine into electricity. ANDRITZ supplies turbo generators from 10-350 MVA. • Broad portfolio for different plant sizes and applications • Service support for installed fleet of ~1,500 generators worldwide • Strategic partner to a leading gas-turbine manufacturer FY 2025 materiality Order intake Market size, expected growth and growth drivers • Addressable market: € 1bn • ANDRITZ among top 5 turbo generator suppliers in gas turbine segment • Growth driver 1: AI data centers require substantial reliable power capacity • Growth driver 2: Growing electricity demand drives new generation investment • Growth driver 3: Flexible gas-fired generation supports grid stability Growth strategy, expansion plans / M&A potential Strategy • Grow with leading gas-turbine manufacturers towards mid triple digit revenue • Capture AI-driven datacenter power demand • Expand Service business in North America and Middle East Expansion plans and M&A potential • High DD investment for significant capacity expansion in Austria and Hungary • Expand manufacturing capacities in India • Pursue selective M&A with focus on Service business for rewinds and replacements Lower triple digit Book/bill >1 Avg. project lead time 1-2 yrs 1) IEA, Electricity Analysis 2026 2,400 4,700 5,400 2015-2025 2020-2025 2025-2030 Total electricity demand (in TWh) Regional exposure (OI 2025) 61% 38% 1% NAM EMEA APAC
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58 TURBO GENERATORS Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line Increasing demand for reliable power generation, driven by AI data centers and rising electricity consumption, is met by significant capacity expansion already underway, providing a platform for equipment growth and higher service penetration across the installed base. Competitive landscape: Limited number of established global suppliers Key competitors: Baker Hughes, TD Power Systems and other turbo generator suppliers serving gas turbine OEMs Entry barriers: Deep engineering know-how and capex requirements Risks and challenges • Sustainability of data center demand • Battery solutions improving grid stability • Alternative backup technologies for renewables Service potential Future service potential • Aging installed base of ~1,500 generators worldwide • Strongly growing market • Upgrades & life extensions • Spare parts & replacements • Swap outs ANDRITZ strengths and USP • Proven turbo-generator engineering expertise • In-house manufacturing and testing • Strategic partner to a global market leader • Broad product range • Installed-base Service expertise Current customer segments • Leading global gas turbine manufacturer • Smaller gas turbine equipment providers Customer opportunities • Growth with leading global gas turbine manufacturer • New gas turbine manufacturers • AI-focused gas turbine packagers Expanding capacity to support AI -driven demand for reliable grid and data -center powering
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59 Providing grid stability as conventional generation retires and renewable penetration rises Product / solution snapshot As conventional generation is replaced by renewables, electricity grids lose physical stability provided by rotating equipment. Synchronous condensers restore support, stabilize voltage & frequency and help prevent blackouts. Strong market traction • Major projects secured in Brazil and Ireland • Further rapid growth in 2026 with large projects awarded globally FY 2025 materiality Order intake Lower triple digit Book/bill >3.5 Avg. project lead time 2-3 yrs Market size, expected growth, regional exposure and growth drivers • € 1.2 bn addressable market in 2025, expected to grow to € 1.5bn in 20262) • ANDRITZ position: #3 globally in 2025 • Growth driver 1: Energy security requires resilient and reliable power grids • Growth driver 2: Inertia deficit – renewables generation removes rotating mass • Growth driver 3: Renewables raise demand for voltage & frequency stabilization • Growth driver 4: Electrification requires greater transmission capacity and reliability Growth strategy, expansion plans / M&A potential Strategy to participate: • Standardize designs to reduce cost and delivery time • Improve equipment efficiency and performance • Differentiation via Hybrid controls (SynCon/Statcom) Expansion plans and M&A potential • Technology partnership to broaden grid-solutions portfolio • Acquire differentiated technology companies in the areas of grid stability, grid systems and infrastructure 1) & 2) Management estimates GRID SOLUTIONS: SYNCHRONOUS CONDENSERS • Regional hubs in Austria, Brazil & India • In the large Indian market, ANDRITZ is the only top player with Indian manufacturing and large SynCon references Market Size 1) (in € bn) 0.2 1.3 1.2 1.5 3.0 2023 2024 2025 2026 2030e
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60 Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line As renewables expand, grid stability needs are rising faster than conventional generation is being replaced. ANDRITZ is well positioned to capture this growth through differentiated technology and global execution, while broadening its offering through strategic partnerships and targeted M&A. • Key competitors: Siemens Energy, GE Vernova, Hitach, Energy/Brush, Ansaldo, WEG, BHEL & Chinese OEMs • Entry barriers: References, grid-code compliance, large machine design and execution capacity Risks and challenges • Intensifying competition • Alternative grid-stability technologies • Resource and supply-chain bottlenecks during rapid scale-up Service potential Future service potential • Long life installed base • Inspections, maintenance and upgrades • Digital twin and performance optimization • Automation and controls – Hybrid extension (coordinated SynCon-Statcom) ANDRITZ strengths and USP • Technology with very high intrinsic inertia, wider operation range and low losses • Wide range of MVAr machines • 50/60Hz series plus flywheel options • Regional manufacturing & global delivery Current customer segments • Transmission system operators • Utilities and grid developers • EPCs and independent power producers Customer opportunities • Strong momentum in Europe, LatAm & AUS • Market entry & expansion in India in 2026 • Emerging opportunities in South Africa • Pipeline development in North America, Asia and the Middle East GRID SOLUTIONS: SYNCHRONOUS CONDENSERS Providing grid stability as conventional generation retires and renewable penetration rises
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PULP & PAPER E N E R G Y B U S I N E S S E S JARNO NYMARK CEO PULP & PAPER
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62 PULP MILL RECOVERY BOILER Generating sustainable energy for the pulp mill and external power supply Product / solution snapshot Recovery Boilers convert black liquor from pulp process to renewable energy/power while recovering chemicals for reuse. ANDRITZ supplies complete plants for safe, reliable and low-emission operation. • Renewable steam and electricity generation • Chemical recovery for reuse in pulp production • High availability, efficiency and low emissions FY 2025 materiality Order intake Mid triple- digit Book/bill >1.5 Avg. project lead time ~2 yrs Market size, expected growth, regional exposure and growth drivers Market size1) (in € mn) • Market size: € 350mn p.a. • ANDRITZ market position: #1 • Growth driver 1: Increasing pulp production in China and APAC • Growth driver 2: Pulp mills seek higher renewable energy production • Growth driver 3: Environmental efficiency and emission control • Growth driver 4: Automation and robotics improve operator safety Growth strategy, expansion plans / M&A potential Strategy to participate: Capture major new kraft pulp mill investments in Asia-Pacific and Latin America Expansion plans and M&A potential • No large-scale acquisitions currently planned • Selective M&A in recovery-boiler equipment and technologies • Maintain our #1 market position by building on a global market share of >70% 350 350 2025 2030e 80% 10% 5%5% APAC LATAM EMEA NA 1) Management estimates Current regional exposure (2005)
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63 PULP MILL RECOVERY BOILER Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line Recovery boilers are essential for chemical recovery and renewable energy generation in kraft pulp mills. ANDRITZ is well positioned through its leading global market position, extensive reference base and proven technology, while new mills in Asia-Pacific and Latin America, installed-base modernization and lifecycle services provide continued value-creation opportunities. Key competitors and entry barriers Valmet - global competitor • Entry barriers: references, entry to EPCC in LATAM Wuhan - local competitor in China • Entry barriers: references/quality Risks and challenges • Intense competition in global duopoly (ANDRITZ & Valmet) • Pricing pressure Service potential Future service potential Large global installed base offers service potential in spare parts, capacity upgrades, retrofits, digitalization & robotics ANDRITZ strengths and USP • Customer focus • Proven technology and project delivery • Fast start-up • Ease of operation • High availability and efficiency Current customer segments • Global pulp producers • EPC & EPCC in EMEA & LATAM • EPS in APAC & NA Customer opportunities • New greenfield recovery boilers • Brownfield recovery boiler modernizations & capacity upgrades • Emission control/efficiency Note: EPC…Engineering, Procurement & Construction // EPCC …Engineering, Procurement, Construction & Commissioning // EPS …Engineering, Procurement & Supervision Generating sustainable energy for the pulp mill and external power supply
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64 POWER BOILERS Converting diverse fuels into reliable and sustainable power and heat Product / solution snapshot Power boilers convert biomass, sludge, residues and waste-derived fuels into steam, power and heat. ANDRITZ offers two complementary fluidized bed technologies covering different fuel types, plant sizes and applications: • EcoFluid: Cost-effective and reliable renewable energy boiler for biomass and other challenging fuels (5–100 MWe) • PowerFluid: Highly flexible boiler technology for converting diverse fuels into energy with high efficiency and low emissions (15–250 MWe) FY 2025 materiality Order intake Lower triple- digit Book/bill 2 Avg. project lead time 2-3 yrs Market size, expected growth, regional exposure and growth drivers Market size1) (in € mn) • Market size: € 960mn • ANDRITZ market position: #2 • Growth Driver 1: Decarbonization and stricter emissions requirements drive boiler conversions and replacements (e.g., Germany) • Growth Driver 2: Sustainability - customers replacing fossil fuels with biomass, residues and waste-derived fuels • Growth Driver 3: Waste diversion creates demand for sludge and waste-derived fuel Growth strategy, expansion plans / M&A potential Strategy to participate Provide reliable and sustainable energy solutions for customers wherever they operate. Focus on tailored power and heat applications, supported by strong local presence, trusted partners, and lifecycle services. Expansion plans and M&A potential • Expand in EMEA and APAC • Expand sewage-sludge and waste-derived fuel combustion solutions • Advance carbon capture ready boiler technology • Grow service-based revenues through selective M&A 77% 13% 9% EMEA NA APAC 1) Management estimates Current regional exposure 960 1100 2025 2030
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65 POWER BOILERS Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line Decarbonization, waste diversion and energy security create durable demand for fuel-flexible power and heat. ANDRITZ is well positioned as a leading global supplier with a broad multi-fuel portfolio, proven references and technologies for efficient, reliable and low-emission operation. Growth in industrial, utility and municipal applications will expand the installed base and create recurring lifecycle service opportunities. Key competitors • Valmet and SHI-FW (Global) • Some local suppliers Entry barriers • Lack of reference • Proven technology Risks and challenges • Volatile power boiler demand • Pricing pressure in EMEA • Financing and permitting challenges • Intensifying competition Service potential Future service potential • Large aging installed base (20-30y old) • Generate recurring revenue from spare parts, upgrades, retrofits, and other Services ANDRITZ strengths and USP • Leading solutions for both biomass-based power and for diverse and challenging fuels • Proven multi-fuel expertise and future-ready combustion technologies • Strong existing references and expertise Current customer segments • Industrials (pulp & paper, board, food, chemicals) for captive steam and power • Utilities and independent power producers for renewable base-load • Municipalities and district heating for waste and sludge to energy; EPCs as delivery partners. Customer opportunities • Grow in sewage sludge mono-incineration • Energy recovery from non-recyclable waste • CO₂-neutral industrial steam solutions • Drive growth through coal-to-biomass conversions and boiler replacements in EMEA Converting diverse fuels into reliable and sustainable power and heat
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ENVIRONMENT & ENERGY E N E R G Y B U S I N E S S E S DR. JOACHIM SCHÖNBECK CEO ANDRITZ
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67 CLEAN AIR TECHNOLOGIES Product / solution snapshot Clean Air Technologies remove pollutants from industrial exhaust gases, helping plants to meet emission standards and reduce their environmental footprint. ANDRITZ provides integrated solutions across the entire flue-gas line: • Particulate and gaseous emissions removal • Heat recovery solutions from flue gases • Carbon capture, storage and utilization Market size, expected growth, regional exposure and growth drivers Market size1) (in € bn) • Addressable market for flue gas treatment: € 3.5 bn • Current ANDRITZ market position: #1 globally in flue-gas treatment • Growth driver 1: Stricter emission standards drive new installations & upgrades • Growth driver 2: Aging plants require modernization investments • Growth driver 3: Industrial decarbonization creates demand for carbon-capture solutions • Growth driver 4: Low-carbon production processes require new emission-control sol. Growth strategy, expansion plans / M&A potential Strategy to participate: • Expand Service activities to, e.g. fabric filter bags/cages, retrofits & upgrades • Expand into building materials, non-ferrous and mining • Extend carbon-capture offering Expansion plans and M&A potential: • Organic expansion: Enter new markets and broaden scope in wet gas-cleaning systems • Targeted M&A: High-temperature heat pumps & filtration, emission measurement systems (in particular the Service and automation) 3.5 4.0 2025 2030e 47% 25%12% 8% 8% EMEA Americas Asia China India Current regional exposure (in 2025) 3D view of the Aschaffenburg plant (ANDRITZ) 1) ANDRITZ management estimates FY 2025 materiality Order intake Lower triple- digit Book/bill 2 Avg. project lead time ~2 yrs Essential equipment for lower -emission energy and industry production
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68 CLEAN AIR TECHNOLOGIES Essential equipment for lower -emission energy and industry production Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line Stricter emissions standards, modernization of aging plants and industrial decarbonization create durable demand for clean-air solutions. ANDRITZ can capture this opportunity through its complete technology portfolio and large installed base, while service growth, expansion into adjacent industries and scalable carbon-capture solutions provide additional value-creation potential. Key competitors and entry barriers • Highly fragmented competitive landscape with a mix of global, regional and local players • ANDRITZ #1 among key competitors, e.g. Martin, LAB/Luehr, Scheuch, Valmet and Thermax • Entry barriers vary by technology & project complexity Risks and challenges • Delays in regulations and permitting • Competitive pricing pressure • Qualified resources and execution capacity for rapid growth Service potential Future service potential • ANDRITZ installed base: ~ 6,000 units1) • Rebuild installed-base service coverage • Broaden Service coverage and offering, e.g. inspections, parts, upgrades, retrofits • Expand coverage to selected other OEM fleets • Growth potential:~8% (CAGR, 2025 - 2029) ANDRITZ strengths and USP • Complete technology portfolio to abate all major pollutants, including CO2 • Expertise to integrate these technologies into multi- stages systems to treat complex flue gases • Large installed base connected to a global Service organization (with Upgrade/Retrofit solutions) Current customer segments • Pulp & Paper, • Waste-to-energy and biomass • Cement, metals & mining • Utilities Customer opportunities • Stricter emission regulations combined with the aging installed base to drive new installations and upgrades, retrofits and modernizations 1) ANDRITZ management estimates
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69 FLUE GAS TREATMENT FOR WASTE -TO-ENERGY Reducing emissions while recovering electricity and heat from non -recyclable waste Product / solution snapshot 1) Markets size 2030e based on Waste-to-energy 2025/2026 report (Ecoprog, 2026) & management estimates 2) Market for Flue Gas Treatment on an Engineering, Procurement & Supervision-basis Waste-to-energy plants convert non-recyclable waste into electricity and heat. ANDRITZ supplies multi-stage systems that remove pollutants from the resulting flue gases, enabling plants to meet strict emissions standards and improve energy recovery. • Recover heat for district heating or process steam • Act as a carbon sink by capturing biogenic CO₂ • Minimize / eliminate the liquid effluents and the solids by-products Market size, expected growth, regional exposure and growth drivers Market size1) (in € mn) • Addressable market2): € 890mn • ANDRITZ market position: #1 globally • Growth driver 1: Landfill diversion drives new waste-to-energy capacity • Growth driver 2: Rising urban waste creates demand in emerging markets • Growth driver 3: Stricter emissions standards & aging installed base • Growth driver 5: Need for reliable & affordable energy (district heating/process steam) Growth strategy, expansion plans / M&A potential Strategy to participate • Bundle Flue Gas Treatment with Power Boiler technologies • Offer flue gas treatment solution to boiler OEM and/or EPC companies • Enter China through local partnerships • Grow aftermarket and optimization services Expansion plans and M&A potential: • Expand into new markets around DACH region • Broaden value chain for scrubbers incl. heat recovery; integrate carbon capture • Investigate: - entering new markets (South Asia, Gulf States) - transitioning from EP(S) to EPC offering with Power Boiler 890 960 2025 2030e 91% 9% EMEA China Current regional exposure (in 2025) 3D view of the IWMF plant (ANDRITZ) FY 2025 materiality Order intake Higher Double- digit Book/bill 1.5 Avg. project lead time ~2 yrs
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70 FLUE GAS TREATMENT FOR WASTE -TO-ENERGY Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line Landfill diversion, rising urban waste and stricter emissions standards support continued investment in waste-to-energy flue-gas treatment. Modernization of aging plants creates an additional upgrade and service opportunity. ANDRITZ is well positioned through its complete multi-stage technology portfolio, combined boiler and emissions expertise and global reference base, while expansion into new regions, carbon capture and complete plant solutions provides further growth potential. Key competitors and entry barriers • Mix of specialists and complete plant suppliers • ANDRITZ #1 among the top 5: Martin (LAB/Luehr), Steinmüller Eng., Valmet, Doosan Lentjes • High entry barrier: only few players with specific Waste-to-Energy process know-how to guarantee low emission limit values Risks and challenges • Postponement of new supportive environmental regulations (landfill ban, emission limits, CO2 capture) • References and pre-qualification criteria • Long tender cycles and pricing pressure • Future markets in cost sensitive regions Service potential Future service potential • 2025 global Installed Base: ~3,100 plants (in operation) 1) • Rebuild installed-base Service coverage • Strength the Service offering to Upgrades / Retrofits for the aging plants in Europe ANDRITZ strengths and USP • Complete technology portfolio to abate all major pollutants, including CO2 • Process expertise to integrate these technologies into multi-stage systems to treat complex flue gases • Boiler/Energy Recovery interface know-how • Large installed base connected to a global Service organization Current customer segments • Municipalities and public utilities • Private waste-to-energy operators Customer opportunities • New waste-to-energy capacity • Stricter emissions regulations • Modernization of aging plants • Performance improvement • Lifetime extension Reducing emissions while recovering electricity and heat from non -recyclable waste 1) ANDRITZ & ECOPROG estimates
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71 Product / solution snapshot Product picture [insert image] Integrated P2X solutions for the production of green hydrogen, e-methanol and e-ammonia — ranging from consulting to EPC projects with full performance-guarantees. Current plant references: • 12.5 MW green hydrogen plant for RAG, Austria (operational 2027) • 100 MW green hydrogen plant for Salzgitter, Germany (operational 2027) Market size, expected growth, regional exposure and growth drivers Global Market Growth1) (in GW) • Current committed market volume: € 3bn1) • Market environment characterized by delays in project decisions • ANDRITZ market position: #4 in Europe • Growth driver 1: In the EU, decarbonization policies create demand across hard-to- abate sectors such as road, aviation, maritime and steel • Growth driver 2: Hydrogen is a key enabler for energy security and resilience Growth strategy, expansion plans / M&A potential Strategy to participate: • Improve project economics through modularization and standardization • Support customers across the full project lifecycle, from feasibility studies to EPC delivery and long-term Services Expansion plans and M&A potential • Enter selected LATAM markets with local electrolyzer stack assembly • Engineering partnerships in selected LATAM markets for competitive local offerings 1) Most demand originates in Europe, while projects can be developed globally. Sources: ANDRITZ internal market model combining external market views, European regulation and project lists available at ANDRITZ 2027 2028 2029 1.9 2.7 3.9 Global Market Growth1) (in € bn) 2027 2028 2029 3.1 4.4 6.3 FY 2025 materiality Order intake Double- Digit Book/bill <1 Avg. project lead time ~2 yrs GREEN HYDROGEN Enabling industrial decarbonization and more resilient energy systems
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72 Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line Green hydrogen remains important solution for hard-to-abate industries. While investment decisions depend on policy support, infrastructure and project economics, ANDRITZ is building a differentiated position through complete plant capabilities, performance guarantees, major references and scalable electrolyzer manufacturing. Standardization, disciplined execution and lifecycle services provide the path toward long-term value creation. Key competitors: Siemens Energy, Sunfire, thyssenkrupp nucera, Sungrow Entry barriers: • ANDRITZ has no running references yet • ANDRITZ is typically engaged to projects at later stages, as it is not seen as an OEM Risks and challenges • Geopolitical developments delaying policy implementation • Slow rollout of Europe’s hydrogen infrastructure Service potential Future service potential • Long-term Service agreements typically agreed during EPC negotiations • Electrolyzer stack overhaul or replacement after a longer operating period ANDRITZ strengths and USP • Complete plants with performance guarantees • Bankable and financially strong partner • Long-term service agreements • Electrolyzer Gigafactory with 1GW annual production capacity and possibility to offer local stack assembly Current customer segments • Refineries, utilities and project developers with target of aviation, maritime and road fuels • Steel producers • Focus regions: Nordics, DACH, IBERIA, Brazil and Egypt Customer opportunities • Existing engineering studies for potential future projects across Brazil and Europe • Pipeline for complete plant opportunities in Europe and Egypt (green hydrogen and e- methanol) GREEN HYDROGEN Enabling industrial decarbonization and more resilient energy systems
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73 Product / solution snapshot ANDRITZ is a leading provider of high-performance pumping solutions for: • Reactor cooling pumps in nuclear powerplants • Pumped storage pumps for small and mid sized applications • Auxiliary pumps in nuclear, thermal and hydro power plants Market size, expected growth, regional exposure and growth drivers • Serviceable available market for pumps expected to grow by 30% to € 1.3bn until 2030e1) • ANDRITZ market position: within top 10 • Growth driver 1: Rising power demand from electrification, data handling capacity and resource scarcity as well as grid stability • Growth driver 2: Critical nuclear and conventional energy infrastructure requires reliable pumping systems • Growth driver 3: Investment in cleaner energy & modernization of aging infrastructure Growth strategy, expansion plans / M&A potential Strategy to participate • Strengthen market position through differentiated engineering capabilities, deep application expertise, and lifecycle solutions • Leverage established credentials to drive geographic expansion, portfolio growth, and service in high-specification industries Expansion plans and M&A potential • Address selected portfolio & technology gaps through a balanced mix of innovation, strategic investments, and partnerships • Expand solution offerings and collaborate closely with industry stakeholders to drive growth and increase market share. • M&A potential identified through gap analysis pointing on regions, products & operations e.g. nuclear pumps applicable in NAM platforms with operations in NAM Serviceable available market EPU Energy (in € bn) 1.0 1.3 2025 2030e 62%13% 6% 19% China India SEA EMEA Current regional revenue split 1) Markets size 2030e based Oxford report on pumps 2023, IAEA data current – PRIS database, GDP forecasts & management estimates / calculations FY 2025 materiality (energy market only) Order intake Double- digit Book/bill <1 Avg. project lead time ~4 yrs PUMPS Powering the energy transition with reliable pumping solutions for nuclear and conventional energy
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74 PUMPS Powering the energy transition with reliable pumping solutions for nuclear and conventional energy Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line Rising power demand and modernization of aging energy infrastructure create growth opportunities for critical pumping solutions. ANDRITZ can build on its nuclear and conventional engineering and manufacturing expertise, global references and capabilities to expand in high-tech applications and grow lifecycle service. Key competitors: Sulzer, Flowserve, KSB, Torishima Entry barriers: • Global references in reactor cooling pumps • Nuclear certification & qualification requirements • Cooperation with ANDRITZ Hydro for pumped storage Risks and challenges • Changing market requirements • Technology-development risks • Complex project execution Service potential Future service potential • Lifetime extension for nuclear power plants • Replacement of Russian pumps in Northern and Eastern European nuclear plants • Spare parts and lifecycle support ANDRITZ strengths and USP • Strong nuclear and hydraulic engineering expertise • Comprehensive in-house testing capabilities, • References for high-tech applications • Nuclear and conventional service force Current customer segments • Nuclear and conventional power plant operators • EPCs • Public authorities • Private energy companies Customer opportunities • New energy infrastructure: fusion reactors, small modular reactors, new large nuclear reactors, green hydrogen, biofuels • Emerging technologies and evolving market requirements create demand for advanced, reliable, and high-efficiency pumping solutions
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METALS E N E R G Y B U S I N E S S E S DR. JOACHIM SCHÖNBECK CEO ANDRITZ
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76 BATTERY Scaling from an established lead -acid position into lithium -ion production and lifecycle services Product snapshot: Equipment and production lines for battery manufacturing Scalable production & testing solutions, from pilot lines to mass production of lithium-ion & lead-acid batteries, and service solutions. • Established mass production scale in lead-acid battery production • First industrial-scale references in lithium-ion cell formation and assembly FY 2025 materiality Order intake Mid Double- digit Book/bill 1 Avg. project lead time 1-2 yrs Market size, expected growth, regional exposure and growth drivers Global Battery Demand1) (in GWh) • Addressable market: € 1.2bn2) in Europe & North America • #1 market position in lead-acid and in lithium-ion pilot plants • Growth driver 1: Battery demand expected to more than double by 2030, supporting long-term battery capacity investments & service opportunities • Growth driver 2: Regionalization drives local manufacturing investments • Growth driver 3: New battery technologies require new production equipment and upgrades to existing lines Growth strategy, expansion plans / M&A potential Strategy to participate • Defend and expand established lead-acid equipment business • Scale selected lithium-ion production technologies • Expand Services business • Use technology partnerships to accelerate market access Expansion plans and M&A potential • Add capabilities for next-generation battery production • Expand service, automation and digital lifecycle solutions • Pursue selective acquisitions in complementary battery process technologies, e.g., cell assembly 30% 26%14% 30% EU NAM Asia RoW 1) McKinsey Battery 2035: Building new advantages, p.3, Jan,2026 // 2) Management estimates Current regional exposure (2025) 2,000 4,200 2025 2030e
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77 BATTERY Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line Well established in lead-acid battery production, ANDRITZ is positioned to benefit from rising battery demand, regional manufacturing investments, new battery technologies and a growing installed base. Scaling selected lithium-ion solutions and lifecycle services provides further growth potential. • Key competitors: Established Asian leaders, Specialized EU battery equipment providers • Entry barriers: Process & technology knowhow, industrial production references, regulatory compliance Risks and challenges • Timing of customer investments • Strong competition • Execution risk in technology-intense projects • Rapid changes in battery technologies • Supply chain dependencies Service potential Growing installed base creates demand for • Expansion & modernization of existing plants • Next-generation batteries • Digital & lifecycle services ANDRITZ strengths and USP • Group-wide battery & process expertise • European engineering and integration • Industrial scale-up expertise • Service platform Current customer segments • Automotive and battery manufacturers • Energy storage & specialty battery producers • Defense and AI/data centers • Developers of emerging battery technologies Customer opportunities • New production capacities in Energy Storage Systems, AI-Data Center, Defense applications • Expansion & modernization of existing plants • Next-generation batteries • Digital & lifecycle services Scaling from an established lead -acid position into lithium -ion production and lifecycle services
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78 ELECTRICAL STEEL Essential for electrification, grid expansion, renewable energies, data centers und E -Mobility Product / solution snapshot Electrical steel is a specialized material used in transformers, electric motors and generators. ANDRITZ supplies the production equipment required to manufacture electrical steel efficiently & at industrial scale. • Cold-rolling mills for precise thickness reduction • Heat-treatment and coating lines; automation & digital solutions • Equipment for motor- and transformer-grade steel Market size, expected growth, regional exposure and growth drivers • Addressable market: ~25mn tons of global electrical steel production • ANDRITZ market position: NGO #1-2 | GO #3 • Growth driver 1: Grid expansion & modernization drives demand for transformer • Growth driver 2: Data centers require additional grid and transformer capacity • Growth driver 3: E-mobility increases demand to maximize motor efficiency & range • Growth driver 4: Electrification (charging infrastructure) Growth strategy, expansion plans / M&A potential Strategy to participate: • Defend well established strong market position in the NGO electrical steel market (e.g. rotating applications) • Expand market position in the GO electrical steel market (e.g. transformers) Expansion plans and M&A potential • Strengthened position by the acquisition of ANDRITZ Wuhan ACC late 2024 to have a stronger footprint in Asia and to sustainably strengthen our competitive position NGO…Non-grain oriented electrical steel // GO…grain-oriented electrical steel 1) 2024 actual for China and estimated for other regions; 2025 actual for China and modeled for other regions; 2026-2030 production forecast based on operating capacity, announced expansions and assumed utilization – base case. Current regional exposure 17 18 19 21 22 23 24 5 5 6 6 6 7 7 2024 2025 2026 2027 2028 2029 2030 NGO GO Electrical Steel production (in mn tons)1 +6% CAGR FY 2025 materiality Order intake Lower triple- digit Revenues 1.5 Avg. project lead time 2-3 yrs
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79 ELECTRICAL STEEL Competitive landscape and positioning Customer landscape and opportunities Strategic bottom line Electrical steel is becoming a strategic material for global electrification. Grid expansion and data-center investment drive transformer-grade demand, while electric mobility and industrial electrification support motor-grade applications. ANDRITZ can capture this growth through its leading equipment position, expansion into transformer-grade applications and growing modernization and service opportunities. Key Competitors Tenova, JC, Fives, SMS and Wisdri Entry barriers • Project references • Size of project • Reputation Risks and challenges • Increasing technology and quality demands • References essential for market access • Cost-efficient production of high-grade steel • Continued cost competitiveness Service potential Future service potential (across the installed base) As electrical steel becomes more sophisticated, value creation will increasingly come from lifecycle services, digital performance optimization, process know-how, modernization and productivity improvements ANDRITZ strengths and USP • Strong references for cold-rolling mills across all different types in all regiones • Advanced tension control for ultra-thin steel • Global engineering and execution network Current customer segments • Leading electrical steel producers investing in GO and NGO capacity expansions to serve the rapidly growing transformer, energy and e- mobility markets, e.g. ArcelorMittal, Nippon Steel, Tata Customer opportunities • Green- and brownfield investments in Asia, India and North America • Capacity expansions, energy efficiency improvements and upgrades to higher-grade electrical steel products Essential for electrification, grid expansion, renewable energies, data centers und E -Mobility
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C A P I TA L M A R K E T S D AY 2026 DEEP DIVES PULP & PAPER AND METALS JARNO NYMARK CEO PULP & PAPER DR. JOACHIM SCHÖNBECK CEO ANDRITZ
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C A P I TA L M A R K E T S D AY 2 0 2 6 DEEP DIVE LARGE PULP & PAPER JARNO NYMARK CEO PULP & PAPER
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Leading #1 -3 positions across the Pulp & Paper value chain, dominant market leader in upstream Pulp 82 PAPER & TEXTILE SERVICE PULP & POWER AUTOMATION & DIGITALIZATION * Share of total P&P revenue, FY2025 # Global market position, estimated by ANDRITZ Pulp service: #1 Paper service: #2-3 Pulp: #1 Boilers: #2 Sales included in the other segments Board: #3 Tissue: #2-3 Fiber preparation: #1 Nonwovens & Textile: #1 59% 1,744 MEUR* 27% 787 MEUR* 14% 426 MEUR P&P Automation: #3-4 P U L P & PA P E R S T R AT E G Y DOMINANCE IN MARKET LEADERSHIP IN PULP
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P U L P & PA P E R S T R AT E G Y INDUSTRY GROWTH DYNAMICS REMAIN INTACT 83 • Volume growth continues to be driven by packaging and hygiene (board and tissue) • Demand for sustainable packaging and increasing plastic replacement • E-commerce growth as well as increasing per-capita usage in emerging markets • Production capacity continues to shift from traditional forest regions (Northern hemisphere) toward fast-growing plantation-based forest regions in the global South (Latin America and Southeast Asia) • China continues to aggressively expands its domestic manufacturing footprint and has recently started to increase its upstream integration Leading global positions across the value chain make ANDRITZ rather immune to these regional shifts Share in Chinese pulp mills is running ahead of ANDRITZ‘s average global market position Global megatrends still supporting the volume trajectory in P&P markets *Virgin fiber only Source: AFRY Papermaking fiber* production by region 0 50 100 150 200 250 1990 1995 2000 2005 2010 2015 2020 2025 2030 2035 MADt/a Mature markets China South America Other Paper & board production by main grade 0 100 200 300 400 1980 1990 2000 2010 2020 2030 2040 MADt/a Graphic papers Packaging boards Tissue
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P U L P & PA P E R S T R AT E G Y DOMINANT MARKET LEADERSHIP IN LARGE -SCALE PULP PROJECTS 84 • High market share across well-known customers globally, numerous large-scale projects, all major pulp-making islands in the last cycles • Unique proven technologies and competitive edge • Leading scale - world‘s largest single-line mill • ANDRITZ mills feature the lowest operating costs globally, as well as record ramp-up curves to nominal production capacity • Competitive yields in pulping technologies by recovering side streams, while reducing waste, energy consumption and environmental impact • Leading sulphuric acid (so called Sulfoloop), methanol purification and lignin separation technologies in the market • Deep understanding of local markets and project infrastructure Evidence from extensive historic customer references
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P U L P & PA P E R S T R AT E G Y IN A COMPETITIVE POSITION TO WIN ADDITIONAL LARGE -SCALE PROJECTS IN LATIN AMERICA 85 • With several projects in the planning, ANDRITZ is well positioned to win a large-scale project tender in Brazil. • Paracel is still live but the mill development is still on hold due to financing issues. • The prerequisites are good for a project in Argentina in the medium- to long-run. Project Country Capacity Current Status Why is ANDRITZ in the driver seat? Paracel Paraguay 1.8 million tons Infrastructure works underway. Financing structure still under development. Contract signed with ANDRITZ Several projects Brazil 2.5-2.8 million tons Environmental licensing and technical and engineering studies either concluded or under way Unique proven technology for the project size and concept; large installed base in the area and deep local know-how. Investments in several large-scale upstream pulp-making capacities announced
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✓ Daily nominal production reached within less than 90 days ✓ Learning curve reached within 161 days from mill start-up ✓ First year of production reached 92% of design capacity ✓ 100% of annual design capacity reached after 3 months from start-up P U L P & PA P E R S T R AT E G Y SUZANO CERRADO – THE LARGEST SINGLE -LINE PULP MILL IN THE WORLD 86 2,550,000 To n s p e r y e a r P u l p l i n e c a p a c i t y 33k tons of construction steel Equivalent of 4.5 Eiffel Towers 380k m³ of concrete Enough volume to build 4.7 Maracanãs 4.5k km of electrical cables 115k pieces of equipment installed 56m man-hours worked
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Share in Chinese pulp mills is running ahead of ANDRITZ ‘s average global market position • Declining use of wood in the construction industry has allowed Chinese paper and board producers to invest in integrated pulp production • The growth in pulp imports is expected to continue, but at a lower rate due to the investments in integrated capacity • ANDRITZ has been the main equipment supplier or played a key role in almost all major pulp mill projects in China during the past years • Technological edge and more references than competition • Localized equipment manufacturing as additional advantage • ANDRITZ has held its global chemical pulp leadership while capturing a disproportionate share of new Asian capacity P U L P & PA P E R S T R AT E G Y SEIZING NEW OPPORTUNITIES IN CHINA 87 As capacity growth is shifting to China, ANDRITZ is converting project opportunities into orders. ANDRITZ Market Share World APAC 30% 40% 50% 60% 70% 80% 2015 2017 2019 2021 2023 2025
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C A P I TA L M A R K E T S D AY 2026 DEEP DIVE - METALS DR. JOACHIM SCHÖNBECK CEO ANDRITZ
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Solutions and services for Metals Processing and Metals Forming customers M E TA L S S T R AT E G Y COVERING THE FULL DOWNSTREAM VALUE CHAIN 89 28,3% Heat Treatment Pickling Rolling Annealing Coating Finishing Welding Blanking Forming Forging Metals Processing core competences Processing lines for steel and aluminum strips, industrial furnace and welding systems Metals Forming core competences Press shop solutions []% []%EQUIPMENT SERVICES72% []%EUROPE []% []%STEEL NORTH AMERICA []%[]% ASIA ex CHINA CHINA RoW 30% AUTOMOTIVE []% BATTERY, DEFENSECUSTOMERS REGION 30% 5% 2% 10% 31% 30% 10% 22% 7% METALS PROCESSING (1/3) METALS FORMING (2/3) 28% GENERAL INDUSTRY 30%
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90 M E TA L S S T R AT E G Y OPERATIONAL TURNAROUND IN PROGRESS Order intake increasing, break -even significantly reduced • Largest press manufacturer globally with longest history • Leading player in downstream processing • #1 in Western regions, strongest importer to Asia STRONG MARKET POSITIONS • Order intake selectively increasing • EU restrictions on steel imports • Market revival in Asia • Larger orders from China, India, and Turkey CYCLICAL TROUGH • Focus on growing Defense market • Strong position in Electrical Steel • Developing Battery division • Participate in stable Railway growth • Strong growth in China with local brand (Yadon) STRUCTURAL GROWTH POCKETS • Portfolio strengthened by acquisition of Salico and Sanzheng • Focus on portfolio additions and sustainable solutions SELECTIVE M&A CYCLICAL INDUSTRY TROUGH WITHIN SIGHT CONSTANT COST BASE REDUCTION • Focus on increasing Service share • Gaining access to installed base • Continued expansion of the high-margin service business lowers cyclicality of the earnings base SERVICE POTENTIAL • Constant capacity adjustments • Headcount in Metals Forming reduced by ~30% since 2021 • Overall METALS headcount -20% CAPACITY CUTS • Share of employees in best-cost countries up from 31% (2021) to 36% (2026 est.) • Sustainably reduced structural cost base and more efficient, higher-margin structures FOOTPRINT SHIFT
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Like-for-like reduction in headcount in METALS (excl. acquisitions) M E TA L S S T R AT E G Y SUBSTANTIALLY REDUCED STRUCTURAL COSTS 91 2023 2024 20252021 2026e2022 4.935 4.879 4.975 4.856 4.269 3.967 -20% Europe North America South America China Asien excl. China Rest of world • Metals Forming: significant HC reduction (-30%) driven by consistent capacity adjustments • Metals Processing: reduction in Europe and growth in China and India (+13%) in strategic areas • Total HC: substantial reduction (-20%) alongside portfolio optimization Shift towards more efficient, higher-margin structures Sustainable reduction of structural cost base achieved
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7-9% comp. EBITA margin target corridor implemented for 2029 M E TA L S S T R AT E G Y MORE MARGIN UPSIDE WITH NEW 2029 TARGETS 92 • Turnaround with significant margin uplift achieved in the last five years • Capacity reductions ongoing in 2026 with additional 300 jobs • Restructuring efforts likely to be finalized end of 2026 or early 2027 • Realizing Service potential and expanding into new growth markets going forward Previous 2027 margin target corridor of 6-8% achieved New 2030 margin target corridor of 7-9% implemented PULP & PAPER 2.0 3.7 5.1 5.5 6.1 6.4 2021 2022 2023 2024 2025 LTM H1 26 2029 METALS 2027: 6-8% 2029: 7-9% 7-9%
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The ongoing industrialization of the European Defense sector is expected to drive substantial investments in manufacturing capacity, automation and localized production networks, creating attractive growth opportunities for ANDRITZ. Structural defense spending growth creates attractive long -term opportunities M E TA L S S T R AT E G Y DEFENSE INDUSTRY: A GROWTH MARKET • Multi-year Defense spending commitments support sustained investments in manufacturing capacity. Long-Term Defense Spending Commitments • Defense manufacturers must significantly expand production capacity to meet growing demand.Defense Manufacturing Capacity Expansion • Increasing focus on domestic production drives investments across European Defense supply chains. Localization of Strategic Supply Chains • Transition from low-volume production to industrial-scale manufacturing requires highly automated production systems. Industrialization & Automation of Defense Production • European governments are prioritizing domestic manufacturing capabilities for critical defense products and components. Defense Production Sovereignty 93
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Broad portfolio across aerospace, land, naval and energy storage applications M E TA L S S T R AT E G Y WELL POSITIONED IN DEFENSE MANUFACTURING Open-Die Forging Press with 30,000 kN Land Systems – Structural Components • Military vehicle structures • Gun barrels & special forgings Forging Line for Shell Production Defense – Shell Production Forging Line • Production of forged artillery shells and cartridge cases • Turn-key manufacturing solutions Battery Roll-to-Roll Notcher Defense Energy Storage • Defense battery systems • Advanced energy storage Hydraulic Shipyard Presses with 80.000 kN Naval Structures • Naval vessel structures • Submarine applications Aerospace – Engine Components • Aircraft engine components • Advanced aerospace materials Vacuum Isothermal Forming Press with 20,000 kN Defense – Composite Structures • Defense & aerospace composites • Drone and protection systems Composite Press with 36,000 kN Closed-Die Forging Press with 300.000 kN Aerospace – Large Structures • Aircraft structural components • Landing gear and bulkheads Comprehensive Solutions for Defense Manufacturing 94
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ANDRITZ Metals acquired induction heating specialist Sanzheng in 2026 M E TA L S S T R AT E G Y SUCCESSFUL ACQUISITION OF SANZHENG 95 • ANDRITZ has acquired a 51% stake in Baoding Sanzheng Electrical Equipment Co., Ltd., a China-based provider of advanced industrial induction heating systems. • Strengthening ANDRITZ’s position as a comprehensive solutions provider for steel processing, in particular electrical steel. • ANDRITZ now offers a complete suite of induction heating technologies, further enhancing its competitiveness in international markets. • The expanded offering strengthens the group’s ability to deliver full-line solutions for electrical steel processing, galvanizing, annealing, and forging. • The company employs more than 130 specialists in research and development, product design, and manufacturing, generating annual revenues of around 30 million euros. Sanzheng supports the goal of being the leading solution provider for the downstream steel industry and offers significant potential to reduce a mills’ carbon footprint.
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First retrofit of a servo line at BMW in Munich successfully completed • An electrical retrofit was implemented on site in four short and precisely planned steps, on a tight schedule over a one-year period – an “open-heart operation”. • The retrofit was implemented during planned production downtimes – summer shutdowns and over Easter and Christmas. • This allowed our customer to continue production – avoiding expensive die relocations and logistics costs. • As a result, the press line built in 2011 now contains state-of-the-art safety and control technology, a new visualization system and new robots. M E TA L S S T R AT E G Y MILESTONE SERVICE PROJECT FOR BMW 96 The first servo line retrofit has been completed – a milestone for our Service team and a strong signal to our customers: the step model employed enables us to offer Services that provide genuine added value.
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ANDRITZ. FOR GROWTH THAT MATTERS.
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This presentation contains valuable, proprietary property belonging to ANDRITZ AG or its affiliates (“the ANDRITZ GROUP”), an d no licenses or other intellectual property rights are granted herein, nor shall the contents of this presentation form part of any sales contracts which may be concluded between the ANDRITZ GROUP companies and purchasers of any equipment and/or systems referenced herein. Please be awa re that the ANDRITZ GROUP actively and aggressively enforces its intellectual property rights to the fullest extent of applicable law. An y information contained herein (other than publicly available information) shall not be disclosed or reproduced, in whole or in part, electronically or in hard copy, to third parties. No information contained herein shall be used in any way either commercially or for any purpose other than internal viewing, reading, or evaluation of its contents by recipient and the ANDRITZ GROUP disclaims all liability arising from recipient’s use or relianc e upon such information. Title in and to all intellectual property rights embodied in this presentation, and all information contained therein, is and shall remain with the ANDRITZ GROUP. None of the information contained herein shall be construed as legal, tax, or investment advice, and private c ounsel, accountants, or other professional advisers should be consulted and relied upon for any such advice. All copyrightable text and graphics, the selection, arrangement, and presentation of all materials, and the overall design of this presentation are © ANDRITZ GROUP 2025. All rights reserved. No part of this information or materials may be reproduced, retransmitted, display ed, distributed, or modified without the prior written approval of Owner. All trademarks and other names, logos, and icons identifying Owner’s go ods and services are proprietary marks belonging to the ANDRITZ GROUP. If recipient is in doubt whether permission is needed for any type of use o f the contents of this presentation, please contact the ANDRITZ GROUP at welcome@andritz.com. © ANDRITZ AG 2025 LEGAL DISCLAIMER 98 Note: Rounding differences may arise from automatic processing of data