www.sabafgroup.com
www.sabafgroup.com
FINANCIAL PRESENTATION
Sabaf | 05th -06thOctober 2026
I. COMPANY PROFILE
II. LATEST STRATEGIC MOVES
III. FINANCIAL PERFORMANCE
IV. SUSTAINABILITYTable of contents 2
COMPANY PROFILE
3
Sabaf Group: product range evolution in 3 Business Units 4 GAS
•Standard Burners
•Special Burners
•Professional Burners
•Oven and Grill Burners
•Gas Valves
•Gas Oven Thermostats •Microswitches & Accessories
HINGES
•Ovens
•Dishwashers
•Washing machines
•Refrigerators
•Special applications
•Small compartments
•Catering appliances
ELECTRONICS COMPONENTS
•Cooker Hoods
•Ovens
•Cookers and hobs •Vitroceramic hobs control cards
•Refrigerators/freezers
•Other products
•Induction cooking components (since 2022)SINCE 1950
SINCE 2018
SINCE 2000 , further expansion since 2019
TECHNOLOGICAL
SMART
DIVERSIFIED
GLOBAL
SUSTAINABLE
5Sabaf Group: evolution
1950
1998
THE
FOUNDATION
THE LISTING
2000
FARINGOSI -HINGES
ACQUISITION
Hinges
2001
SABAF BRAZIL
GREENFIELD
Gas components
2012
SABAF TURKEY
GREENFIELD
Gas components
2015
SABAF CHINA
GREENFIELD
Gas components
2016
A.R.C.
ACQUISITION
Professional burners
2018
OKIDA
ACQUISITION
Electronics
2019
C.M.I.
ACQUISITION
Hinges
2022
SABAF INDIA
GREENFIELD
Gas components
SABAF MEXICO
GREENFIELD
Burners and Hinges PGA
ACQUISITION
Electronics
2023
2023MANSFIELD
ACQUISITION
Hinges
SABAF
DRIVERS5 acquisitions in the last 9 years 3 greenfield plants in the last 4 years
SABAF TURKEY/OKIDA
GREENFIELD
New plant for hinges and
electronics
Sabaf Group: leading producer of components for household appliances and company evolution in 3 Business Units
6GAS
HINGES
ELECTRONICSDIVERSIFICATIONWidening product range
Diversification of
profitabilitySALES by division 2018 2019 2020 2021 2022 2023 2024 2025 2026
H13% 6% 7% 9% 11% 11% 9% 8% 7,8%
7% 15% 22% 22% 27% 29% 31% 32% 32,1% 90% 79% 71% 69% 62% 60% 59% 59% 60,1%Player n. 1 Worldwide Strong growth potential
SABAF TURKEY (2 PLANTS )
(329 employees)
Burners, valves, hinges
and Electronics
SABAF APPLIANCE
COMPONENTS (KUNSHAN )
(11employees)
Wok burners
SABAF BRAZIL (132 employees)
Standard burners
Special burnersOKIDA ELEKTRONIK
(190 employees)
Electronics for household
appliances
CMI P OLAND (68employees)
Dishwasher hinges
SABAF INDIA
(64employees)
Valves and burners ▪2018 : 7 production plants ▪2026 : 15 production plants (6 in Italy and 9 abroad) ▪1,814 employees at 3 0June 2026 7Sabaf Group: industrial footprint SABAF S.P.A.(516 employees) Valves and thermostats
Standard burners
Special burners
ARCS.R.L. (21 employees)
Professional burners
FARINGOSI -HINGES S.R.L.
(46employees )
Oven hinges
Dishwasher hinges
CMI I TALY (2 PLANTS )
(130 employees)
Oven hinges
Dishwasher hinges
PGA (37 employees) Electronics for household
appliances
SABAF MEXICO (96employees)
Burners
MANSFIELD (174 employees)
Oven hinges
Washing machines hinges
Refrigerators hinges
Why investing in Sabaf Strategy for value creation
8STRATEGIC PILLARS
INNOVATION & PRODUCT
DIVERSIFICATION
3 Business Units Each with its own R&D center 4 Cooking technologies Gas, Induction, Radiant, Hydrogen
(pilot)
GEOGRAPHICAL
DIVERSIFICATION
Global industrial footprint Strategic presence across allkey
home appliance
manufacturing hubs
ORGANIC GROWTH
Driven by commercial expansion , market penetration and
customer development
M&A Acquisitions as a complementary
growth lever
to broaden technology portfolio, product offering and
geographical reachOUTCOMES
1Shareholder value creation
•Sales growth
•Profitability growth
•Risk diversification
2Sustainability: ESG strategies integrated in the
business model
3 Financial Strength
Market% OF SHARE CAPITAL % OF VOTING RIGHTS
39.68 %
17.91 %
18.18 %
7.08 %
4.50 %
2.92%Cinzia Saleri S.a.p.A .Quaestio SGR Paloma Rheem InvestmentsFintel S.r.l.
Treasury Shares
23.50 %
5.25 %Cinzia Saleri S.a.p.A .Quaestio SGR
Fintel
Paloma Rheem Investments
21.07 %
Market
28.51 %
Sabaf Group
Main shareholders
9 10.01 % Montinvest S.r.l.
Montinvest S.r.l. 12.76 %
8.91%
Sabaf Group
Governance
10 Gianluca Beschi | Chief Executive Officer Andrea Bonfadelli | Chief Operating OfficerAppointed CEO in February 2026.
At Sabaf since 1997, he has worked as Chief Financial Officer, contributing to shape and execute the Group’s strategy.
He also serves as Investor Relations Officer.
Appointed COO in March 2026.
At Sabaf since 2007, previously Technical Director of the Gas Division and Supply Chain Director, has contributed to the implementation of the industrial plan, with particular focus on the integration of the new business units.
«Alongside the other managers of the Group, we form a cohesive team, built over years of working together, with a deep understanding of the organization and the business. We share not only a common strategic vision, but also the values that guide the way we operate»
LATEST STRATEGIC MOVES
11
Latest strategic moves
12SABAF INDIA
SABAF MEXICO
MEC ACQUISITION
INDUCTION
Sabaf India
13Sales start 2Q 2023 Investment €6.4 mln Division Gas: production of valves and burners for the domestic market Production capacity €10 mln (scalable) Turnover evolution in €/millionMarket characterized by:
•strong growth
•customization
•competitive price requests Sabaf India is working with leading players in the local market for both burners and gas valves, with solid growth
visibility
Sabaf India
14
STRATEGY
1
PRODUCT
→Listening and addressing
customer needs
→Customization
identification of customized solutions through local technical team with a stronger alignment with end customers2
PROCESS
→Valves
The full vertical integration of the valve production process has now been completed, enabling the company to deliver products at competitive prices
→Burners
Optimization of the forging process, to provide shape customization according to
customer requirements
Sabaf Mexico
15Sales start 1H 2024 Investment €14 mln Division Gas: production of burners for NA market Production capacity €13 mln (scalable) Turnover evolution in USD/million 1.Market whitespace Addressing a market with no established, high -quality
burner manufacturer
2.Market share gains Progressively gaining share among leading Mexican and U.S. manufacturers.
Growth driven by customers’ outsourcing and replacement of weaker local suppliers
MEC 16Acquisition July 2023 Share acquired 51% of share capital
Division Hinges
based in Mansfield (Ohio) MEC is a leading North American manufacturer of hinges for household appliances (mainly ovens, washing machines and refrigerators), designed and manufactured to meet the high -quality levels and demanding standards required by the US market MEC is delivering strong results with growing profitability Despite market weakness, profitability is steadily improving and strategic opportunities are emerging , supported by the US manufacturing footprint •Smooth transition from previous ownership to the management •Visible synergies , for which implementation is ongoing, even thanks to very positive relationships with local management •Ongoing automation in order to improve productivity Turnover evolution in USD / million
1
ENHANCE THE EXISTING PRODUCT
→ Two distinctive technologies Established proprietary technologies that should be communicated more clearly to
the market
→ Trust and reputation Building credibility experiences and
demonstrable results
→ Key competitive advantage Flexibility and tailored experimentation, helping clients differentiate themselves from other players in their market
Sabaf Induction
Priority objectives
A dual -track path: maximizing existing strengths while reshaping the organization for
sustainable growth
Project start: 2021 Sabaf has developed its own project know -
how (proprietary patents, software and hardware). The main development phase has been completed, enabling product certification and market lunch of a wide range. Ongoing engineering of other innovative features
Sales
Since 2024, a major multinational has been producing induction cooktops for the European market using our licensed technology, generating a royalty on every unit sold Direct product sales to specialized manufacturers with advanced customization requirements.
Investment
About €7.9mln in R&D in the period 2021 –20262
STRATEGIC REALLIGNMENT
→ Selective project focus Concentrating energy and resources on a limited number of high -impact initiatives → Cost optimization Resizing the organization to ensure long -
term sustainability and operational
efficiency
17
FINANCIAL PERFORMANCE
18
192026 | Market trends Challenging macroeconomic environment, marked by persistent geopolitical instability impacting market dynamics .Inparticular :
Turkey –impacted by financial difficulties affecting certain local customers and their broader supply chains, as well as continued weakness in domestic
demand
Africa & Middle East –exposure to ongoing
geopolitical tensions
North America –soft demand and increasing
inflationary pressures
Evolving market mix,with increasing polarization ofdemand between :
Mass market –characterized by high price
sensitivity
Premium / high -end segment –growing , although still representing a relatively small share of the overall market Traditional mid-market segment –experiencing a
progressive contraction
This trend increasingly favors cost-competitive manufacturers andcompanies with astrong positioning
inthepremium /high-endsegment
2026 | Sabaf positioning
20SABAF GROUP
PERFORMANCEREVENUES
Stable revenue in H1 2026 Acceleration in Q2, with sales growthMARGINS Limited impact from higher raw material and energy costs , supported by hedging measures. Progressive improvement driven by volumes, diversification, efficiency and cost containment.
Europe and South America: continued growth North America: growth at constant FX, supported by higher volumes from the Mexican plantSabaf
Mexico
India and China: confirming tangible signs of growth, with progressively stronger results and improved visibility
Sabaf
India•Valve order backlog currently covers the available
production capacity
Turkey: ongoing market share gain, supporting high-capacity utilization and improved marginsElectronics•Production capacity fully utilized •Further sales acceleration and margin improvement since July , driven by the ramp -up of new projects •Further growth expected : additional capacity expansion planned, with the installation of a 5th press in early 2027 •Continued product portfolio diversification , targeting additional
industries
•Geographic diversification –first sales recorded in the United States
21Annual adjusted1revenues and EBITDA 1Adjusted income statement: results exclude the impact of the application of IAS 29 (Financial Reporting in Hyperinflationary Economies) This representation allows a better understanding of the Group's performance and of its comparison with previous periods.Mln €
€ x 000Δ %
H1 26 - H1 25
Revenue 143,616 100% 145,738 100% -1.5% Other income 6,059 4.2% 5,506 3.8% Total operating revenue and income 149,675 151,244 Materials (66,884) -46.6% (66,101) (45.4%) Personnel costs (37,140) -25.9% (37,608) (25.8%) Other operating costs (25,441) -17.7% (26,208) (18.0%)
EBITDA 20,210 14.1% 21,327 14.6% -5.2%
Depreciation (10,190) (7.1%) (10,166) (7.0%) Gain/losses on fixed assets (5) (0.0%) 13 0.0% Write-downs/write-backs of non-current assets - 0.0% (109) (0.1%)
EBIT 10,015 7.0% 11,065 7.6% -9.5%
Non financial expense (4,934) (3.4%) (4,388) (3.0%) Exchange rate gains and losses 1,513 1.1% 1,622 1.1%
EBT 6,594 4.6% 8,299 5.7% -20.5%
Income taxes (2,205) (1.5%) (732) (0.5%)
NET PROFIT FOR THE PERIOD 4,389 3.1% 7,567 5.2% -42.0%
Minority interests 909 0.6% 869 0.6% PROFIT ATTRIBUTABLE TO THE GROUP 3,480 2.4% 6,698 4.6% -48.0%H1 2026 H1 202522Adjusted income statement1–H1 20 26 1Adjusted income statement: results exclude the impact of the application of IAS 29 (Financial Reporting in Hyperinflationary Economies) This representation allows a better understanding of the Group's performance and of its comparison with previous periods.+0,4% at constant exchange rates
23Adjusted sales by market and division
SALES BY GEOGRAPHY
€x 000SALES BY PRODUCT
€000
MARKET H1 2026 H1 2025 YoY WEIGHT
Europe (excl. Turkey) 44,810 42,446 +5.6% 31.2% Turkey 32,450 36,229 -10.4% 22.6% North America 31,766 33,187 -4.3% 22.1% South America 19,600 18,350 +6.8% 13.6% Africa & Middle East 5,466 6,686 -18.2% 3.8%Asia & Oceania 9,524 8,840 +7.7% 6.6%
TOTAL 143,616 145,738 -1.5% 100%PRODUCT H1 2026 H1 2025 YoY WEIGHT
Gas parts 86,353 86,300 +0.1% 60.1% Hinges 46,061 46,930 -1.9% 32.1% Electronic components 11,202 12,508 -10.4% 7.8%
TOTAL 143,616 145,738 -1.5% 100%
24Balance Sheet -Reported At 30 June 2026, the impact of the net working capital on revenue was 29 % compared to 28.7% at the end of 2025 and 26. 3% at 30 June 2025 Net financial debt at30 June was €85.2 mln (€75.2 mln at 31 December 2025) and includes •€19.1 mln related to the recognition of the put option granted to MEC minorities •and the financial liabilities of €6 mln recognised in accordance with IFRS 16Inventories The increase in inventories compared with 31 December is mainly attributable to the rise in raw materials , which was intended to ensure the continuity of supplies € x 00030/06/2026 30/06/2025 Fixed assets 168,350 163,809 168,764 Inventories 70,824 61,791 65,336 Trade receivables 73,939 63,524 69,631 Tax receivables 14,183 14,023 11,438 Other current receivables 5,563 3,293 3,596 Trade payables (52,539) (39,585) (51,212) Tax payables (7,724) (5,295) (4,296) Other payables (20,407) (17,969) (19,150) Net working capital 83,839 79,782 75,343 Provisions for risks and severance indemnity(11,338) (8,593) (8,558) Capital Employed 240,851 234,998 235,549 Equity 155,695 159,788 156,132 Net debt 85,156 75,210 79,417 Sources of finance 240,851 234,998 235,549 31/12/2025
25Change in consolidated net financial position YoY
26Outlook Sabaf
The current order backlog points tomoderate sales growth forthecurrent financial year, supported bythesteady progress oforganic growth initiatives inthesecond halfoftheyear.
Inorder tomaintain operational profitability intheface oftheexpected higher costs of key raw materials and energy, theGroup hasadjusted itsprice lists and has also launched further initiatives aimed atimproving operational efficiency .
The ramp -upofrecently launched projects, combined with those coming onstream, is expected tomake asignificant contribution togrowth in2027 .
SUSTAINABILITY
27
Area KPI
Eco-efficiency and
Emissions into the
atmosphereCO2 emissions/Revenue
Development of
resources and
skillsHours of training per capita Health and safety Injuries indicatorSabaf's strategy and governance model are aimed towards ensuring long -term sustainable growth.
For Sabaf, sustainability is primarily based on sharing values with its stakeholders; compliance with common values increases mutual trust and encourages knowledge development““
SABAF GROUP
VISION
We believe in a world in which all people’s basic needs, such as home, food and reliable energy, are fulfilled in an environmentally sustainable way.
We promote a company that improves the quality of the environment and the communities where we live and work
SDGs
Sabaf: a sustainable business Sustainability in the Business plan 2024 -2026 28 1 2 3
29ESG Performance -Corporate Governance
Remuneration policy
LONG -TERM
INCENTIVE PLAN
2024 -2026
Linked totheeconomic -financial andsustainability objectives setoutinthe2024 -2026 Business plan
Definition ofSUSTAINABILITY TARGETS :
▪With reference totheissues highlighted inthemateriality analysis ▪Fully inlinewithbest practices andCorporate Governance Code 29
MATERIAL TOPIC KPI % ON LTITARGET
2024 -20262024 2025 6M 2026
Emissions into the atmosphereImplementation of the ESG investment plan (1,500 t CO2
reduction)10%Elimination, at
full operation, of
1,500 tCO2eq
per year from the Ospitaletto site15.074 tCO2eq 13.155 tCO2eq 6.234 tCO2eq
Development of
resources and skillsHours of training per capita 5%60 (cumulative value)25 27 9 Health and safety of personnelIndicator of injuries 5%175 (average value)185.80 88.14 195.04 Impact of on LTI plan 20%
In the 2025 Sustainability Report, the Transition Plan for climate change mitigation is described, approved by the Board of D irectors on December 18, 2025. The Plan targets an overall reduction in Scope 1 and Scope 2 emissions of 58.8% by 2034 compared to the 2024 baseline year, in line with the goal of limiting global warming to 1.5 °C under the Paris Agreement.Sabaf Energy T ransition Plan
30Decarbonization drivers
Initiatives
already in
budgetThese include the replacement of air compressors, the introduction of a new physic -chemical system for foundry wastewater treatm ent, the optimization of dosing furnaces for aluminium die casting, the installation of a photovoltaic system, and the purchase of new ladles GO & RECs-Progressive introduction of Guarantees of Origin for electricity starting from 2026 at the Sabaf S.p.A. plant, with subsequen t extension to Italian sites -Purchase of RECs for the Mexico and Turkey sites BiomethanePurchase of Guarantees of Origin linked to biomethane production and/or replacement of natural gas with biomethane at the Sab af S.p.A. plant starting from
2031
Drivers contribution at 2034
26928.725 -1820.058
-19073.647
-6098.334 11094.635 10531.411 Baseline 2024 BAU 2034 (CAGR) Budget Initiatives GO & RECs Biometano SBTi Target Scenario -5000.0 10000.0 15000.0 20000.0 25000.0 30000.0 35000.0 40000.0
BiomethanetCO2e
•Total CapEx : €2.4 mln •Production of electricity using solar photovoltaic technology, significantly contributing to the goal of climate change mitigation •Allows self-production of an amount equal to 10-15% of the site's current energy consumption •Emissions reduction: ~ 10-15% (Scope 2 emissions from purchased and consumed electricity) •Saving: ~ €0.5 mln / year •The solar power plant was completed in June 2025Solar power plant 31
•Aware of the value of complete and transparent disclosure, in 2026, for the seventh consecutive year , Sabaf joined the Climate Change and Water programmes of CDP , an international non -profit organization that offers companies, local authorities and governments a system for measuring, detecting, managing and sharing information on the environment at a global level.
•In particular, companies are required to participate in an annual survey on the impact of their activities on the environment , on the management of their environmental risks and on the results achieved. The goal is to make environmental performance central to business and investment decisions, leveraging information transparency.
In 2025 Sabaf obtained a score of B in the Climate Change section and B -in the Water Security section, on a scale ranging from a minimum of D -to a maximum of A.CDP (Carbon disclosure programme) 32
ATTACHMENTS
33
34Income statement reconciliation reported –adjusted1| 1H 2026 and 1 H2025
Reported results
Adjusted results
1Adjusted income statement: results exclude the impact of the application of IAS 29 (Financial Reporting in Hyperinflationary Economies) This representation allows a better understanding of the Group's performance and of its comparison with previous periods.
DISCLAIMER
Certain information included inthisdocument isforward looking andissubject toimportant risks anduncertainties thatcould cause actual results todiffer materially .
TheCompany’s business isinthedomestic appliance industry anditsoutlook ispredominantly based onitsinterpretation ofwhat it considers tobethekeyeconomic factors affecting thisbusiness .Forward -looking statements with regard totheGroup’s business involve anumber ofimportant factors that aresubject tochange, including :themany interrelated factors that affect consumer confidence andworldwide demand fordurable goods ;general economic conditions intheGroup’s markets ;actions ofcompetitors ;
commodity prices ;interest rates andcurrency exchange rates ;political andcivil unrest ;andother risks anduncertainties .
Pursuant toArticle 154/2,paragraph 2oftheItalian Consolidated Finance Act(Testo Unico della Finanza), thecompany’s Financial Reporting Officer Gianluca Beschi declares that thefinancial disclosure contained inthisfinancial presentation corresponds tothe company's records, books andaccounting entries .
For further information, please contact Gianluca Beschi gianluca.beschi@sabaf.it Elena Gironi elena.gironi@sabaf.it 35