Bossard Holding AG

Investor Presentation • Jul 22, 2025

Welcome!

Bossard Group – Semi-Annual Results 2025

Agenda

• 01 Highlights 2025
• 02 Financial Review
• 03 Strategy 200 Progress
• 04 US Tariff - Impacts
• 05 Focus 2025
• 06 Q&A

Highlights 2025

Highlights 2025 BOSSARD GROUP

Market developments

• − Challenging market environment with ongoing geopolitical and economic uncertainties
• − Initial stabilization in Q1; debates on global trade conflicts caused demand to decline in Q2
• − Regional differences: Asia (India, Malaysia) positive demand dynamics; Europe and America – tariff headlines created high planning uncertainty
• − Weakening demand, especially in export-oriented and cyclical industries
• − Significant Swiss franc appreciation vs. most currencies
• − Sustained demand for automated, data-driven Cparts management solutions

Bossard

• − A challenging market environment that also offers opportunities
• − Benefiting from strong demand in Asia, the group drove growth in Europe through acquisitions but faced a sales decline in America
• − Accelerated implementation of Smart Factory systems (services) across the globe, enhancing customer relationships and differentiation
• − Took advantage of "Make in India" in India and nearshoring in Malaysia (semi/electronics)
• − Strong pipeline & conversion aerospace industries
• − Acquisition of Ferdinand Gross in Germany (EUR 80 Mio. sales, 260 employees)

Financial review

June YTD 2025 NET SALES

• − After signs of stabilization in Q1, demand weakened in Q2 amid uncertainty over tariff discussions
• − Market regions experienced different sales trends
• − Currency impact persisted due to the Swiss franc's appreciation, with a Q2 effect of -5.6 percent
• − Positive contribution from acquisitions
• − Gratifying growth rates in the railway, aerospace and semicon related electronics industries
• − Demand for Smart Factory solutions carried on

Income statement as per June 30, 2025 FINANCIAL PERFORMANCE

in CHF million

in CHF million	H1 2024	H1 2025	H1 2025 adjusted1)	+/ - adjusted1)
Gross profit	169 5	178 6	181 7	% 7 2
% in	% 33 3	% 32 6	% 33 2
Selling & administrative expenses	111 4 -	123 1 -	122 9 -	% 10 3
EBIT	58 1	55 5	58 8	1 2 %
in %	11 4 %	10 1 %	10 7 %
Result from associated companies	0 0	0 4 -
Financial result	3 1 -	6 5 -
before Income taxes	0 55	49 5
Income taxes	12 6 -	10 8 -
Net income	42 4	38 7
in %	8 3 %	7 1 %

− Lower gross profit margin due to PPA allocation. Adjusted margin at 33.2 percent

• − Higher cost levels due to:
  • − higher wage costs
  • − rollout activities of the new ERP system
  • − higher license fees due to an increase in system users
  • − acquisitions
• − Adjusted EBIT at CHF 58.8 million, EBIT margin at 10.7 percent
• − Financial result
  • − Less interest expenses but still higher due to negative currency impact

1) Purchase price allocation effects (PPA effects) on inventories and intangible assets in accordance with Swiss GAAP FER 30

June 2025 YTD NET SALES DEVELOMPENT

June 2025 YTD NET SALES DEVELOMPENT

June 2025 YTD NET SALES DEVELOMPENT

As per June 30 SOLID BALANCE SHEET

• − Total assets increased in the comparison period, primarily due to the acquisition
• − Equity decreased by CHF 48 million due to the netting of goodwill against equity
• − Continued solid balance sheet with an equity ratio of 39.1 percent

As per June 30 OPERATING NET WORKING CAPITAL

in CHF million ONWC

• − Year-over-year increase in total operating net working capital mainly driven by acquisitions
• − Adjusted for acquisitions ONWC in percent of net sales was at 46.4 percent in 2025

Net sales

ONWC in % net sales

ONWC

As per June 30 SOLID BALANCE SHEET RATIOS

• − Increase in net debt mainly due to:
  • − Acquisitions made

Total assets

Debt/EBITDA

Net debt Gearing

• − Higher operating net working capital driven by acquisitions
• − Balance sheet target ratios concerning the long-term funding ratios
  • − Gearing <1.3 actual at 1.0 − Debt/EBITDA <2.0x actual at 2.8x

June 2025 YTD CAPITAL EXPENDITURES

in CHF million

Land, buildings

− Office and warehouse maintenance

Tangible assets

− Replacement/expansion of warehouse equipment, machinery, office equipment and cars

Smart Devices

− Scales and electronic labels for Smart Factory installations

Intangible assets

• − General IT investment/replacement
• − New global enterprise resource system (ERP)

As per June 30 CASH FLOW STATEMENT

in CHF million	Actual H1 2024	+/ -	Actual H1 2025
Cash flow from operating activites before NWC	55 0	1 2	56 2
Change in NWC	9 3		23 5 -
Cash flow from operating activities	64 3	31 6 -	32 7
Tangible and intangible assets	15 4 -		19 4 -
Net acquisitions	19 6 -		58 4 -
Other financial assets	1 6		0 7
Cash flow from investing activites	33 4 -	43 7 -	1 -77
Free cash flow	30 9	-75 3	44 4 -

Free cash flow without acquisitions	50 5	36 5 -	14 0
in % of sales net	6 2 %		1 4 %

• − Stable cash flow from operating activities before changes in net working capital
• − Increase of net working capital due to acquisitions
• − Capital expenditure reflects the continuous investments in infrastructure and IT/ERP system in accordance with our Strategy 200
• − Net acquisitions related to purchase price for Ferdinand Gross Group

Strategy 200 Progress

Accelerated profitable and sustainable growth…

• − … based on our proven business model
• − … organically and through acquisitions
• − … to achieve relevant market shares in our key markets
• − … through 7 strategic initiatives

Sales & EBIT margin development ACCELERATED, PROFITABLE & SUSTAINABLE GROWTH

Ferdinand Gross Group, Leinfelden-Echterdingen, Germany LATEST ACQUISITIONS

• − Fastener distribution
• − 260 employees, EUR 80 million annual sales
• − Customer base: industrial, mechanical and plant engineering, railway, automotive
• − Strengthening market presence in Germany, Hungary, Poland
• − Signing in 2024, closed in January 2025

Accelerated profitable and sustainable growth…

• − … based on our proven business model
• − … organically and through acquisitions
• − … to achieve relevant market shares in our key markets
• − … through 7 strategic initiatives

7 strategic initiatives STRATEGY

STRATEGIC INITIATIVES

Efficiency in our operations OPERATIONS ENGINE

• − Introduction of Microsoft D365 in 14 Business Units across the globe by 2024 (36 % business coverage)
• − Successful rollouts in Aerospace Germany and Vietnam in H1; Poland, Czech Republic, Austria, and India planned for H2,
• − … 9 rollouts in Europe and Asia by end of 2026 (67 % business coverage)
• − Using AI to innovate process automation and intelligence tools to increase efficiency and transparency

Efficiency in customer acquisition and pipeline conversion SALES ENGINE

• − Focus on growth verticals (sunrise industries such as railway, robotics, semiconductor equipment & aerospace)
• − Strong shift towards digital lead generation & higher conversion rates (less people, higher focus on profitable opportunities)
• − Demand for Smart Factory and automated, data-driven C-parts management solutions carried on

Services to avoid stockouts and reduce inventory costs SMART FACTORY LOGISTICS (SFL)

SFL - It is proven!

Services to avoid mistakes and increase efficiency in assembly SMART FACTORY ASSEMBLY (SFA)

SFA – Still small, but proven!

US Tariff - Impacts

Tariffs are passed on to customers US TARIFF - IMPACTS

• ‒ US tariffs (50% on aluminum & steel) and USD depreciation drive cost increases of ~CHF 35m (+60%)
• ‒ Pass-through of price increases (10–30%) to customers in progress
• ‒ Localization of imports not feasible (limited capacity, local prices 3x higher)
• ‒ EU imports under negotiation; China imports negligible (CHF 2m, localization widely possible)
• ‒ Global insecurity and market shifts weighing on Mexico & Canada demand
• ‒ CH/EU/China exports to US impacted

Focus 2025

Pipeline conversion, ERP & AI, Guiding Principles (GP) & CSRD FOCUS 2025

We bring Proven Productivity & Sustainability to every assembly operation in the world!

SALES ENGINE

• CRM rollout & pipeline conversion!
• Sales growth above market average
• Focus on growth BUs & sunrise industries
• Scale productivity services ATE, SFL, SFA

CULTURE

• Digitalization Deploy HR platform in US/Europe
• Anchoring our 'Guiding Principles'
• Talent & leadership programs (leadership accelerator)
• Deployment of 'Learning Management System (LMS)'

OPERATIONS ENGINE

• ERP - successful introduction of D365 in 7 BUs
• Artificial Intelligence (AI) for higher efficiency (int./ext.)
• SCM proactive cost reduction program
• Cyber security no break-downs

SUSTAINABILITY

• Regional CO² reduction initiatives (scope 1&2)
• Reporting compliance (CSRD, others)

… after a phase of investments MID-TERM FINANCIAL TARGETS

− Sales:

Organic sales growth target of > 5%

• − Operating profit margin (EBIT): Target range of 12% - 15%
• − Balance sheet: Equity ratio > 40%
• − Dividend payout ratio: 40% of net income

Thank you!

Contacts

Bossard Holding AG Steinhauserstrasse 70 CH-6301 Zug

Stephan Zehnder, CFO Phone +41 41 749 65 86 E-Mail: investor@bossard.com www.bossard.com

Events and announcements FINANCIAL CALENDAR

• − Publication of sales results, 3rd quarter 2025 October 14, 2025
• − Bossard Strategy Day October 29, 2025
• − Publication of sales results 2025 January 15, 2026
• − Meeting for financial analysts & media conference March 5, 2026
• − Publication of annual report 2025 March 5, 2026
• − Annual general meeting April 10, 2026
• − Publication of sales results, 1st quarter 2026 April 10, 2026

Link to the Bossard Investor Manual

This document has been prepared by the company solely for the use of the conference call of the semi-annual results 2025 on July 22, 2025. The information contained in this document has not been independently verified and includes assumptions and estimates that may not be correct and no representation or warranty express or implied is made as to and no reliance should be placed on the fairness, accuracy, completeness or correctness of the information or opinions contained herein. None of the company or any of their respective affiliates advisors or representatives shall have any liability whatsoever arising from any use of this document or its contents or otherwise arising in connection with this document.

This presentation may contain certain forward-looking statements relating to the Group's future business development and economic performance. Such statements may be subject to a number of risks, uncertainties and other important factors such as but not limited to (1) competitive pressures; (2) legislative and regulatory developments; (3) global macroeconomic and political trends; (4) fluctuations in currency exchange rates and general financial market conditions; (5) delay or inability in obtaining approvals from authorities; (6) technical developments; (7) litigation; (8) adverse publicity and news coverage which could cause actual development and results to differ materially from the statements made in this presentation. Bossard assumes no obligation to update or alter forward-looking statements whether as a result of new information future events or otherwise.

This document does not constitute an offer or invitation to purchase shares or other financial instruments and neither it nor any part of it shall form the basis of or be relied upon in connection with any contract or commitment whatsoever.