Neodecortech Spa · MIL:NDT
Neodecortech Spa — ESG Presentation (March 2026)
74 slides from Neodecortech Spa's sustainability presentation, Mar 16, 2026
Slide 1: Investor Presentation ESG – 2025 Results
INVESTOR PRESENTATION_ESG 2025 RESULTS March 16, 2026
Slide 2: Today's Speakers
2 TODAY’S SPEAKERS LUIGI COLOGNI – CEO, 2005 • 61, Degree in Business Administration, MBA from Bocconi University • Since the 1990s: gained experience in the furniture industry, working for multinational companies • Since 2005, joined Confalonieri S.p.A. (now NEODECORTECH Italia), where he currently
Slide 3: Index
3 INDEX 1. COMPANY OVERVIEW 2. 2025 FINANCIAL RESULTS 3. FUTURE OUTLOOK & GROW TH STRATEGY 4. ESG APPROACH 5. APPENDIX
Slide 4: 1. Company Overview
1. COMPANY OVERVIEW.
Slide 5: Neodecortech at a Glance
1. Company overview 5 NEODECORTECH AT A GLANCE Providing the interior design industry with high-end suite of solutions Business strategy enhanced by distinctive Italian flair for a sustainable living ESG purpose Spilimb ergo (P N) Lamination Filago (BG) 75+ YEARS OF INTEGRATED BUSINESS Printing, Imp
Slide 6: More Than 75 Years of Experience
1. Company overview 6 MORE THAN 75 YEARS OF EXPERIENCE A Group with a rich heritage and a broad portfolio of high-end design solutions, supported by an experienced management. Since 2015, the Company has accelerated its diversification process by welcoming new brands and products. 1947 1960 1991 200
Slide 7: Strategic Positioning
1. Company overview 7 STRATEGIC POSITIONING Neodecortech is positioned in a segment characterized by a diversified offer of high-quality products, oriented towards a “design” range and far from the mass market. + HIGH Small niche Big diversified PRICE producers groups - LIMITED PRODUCT OFFERING RANG
Slide 8: Integrated Business Model
1. Company overview 8 INTEGRATED BUSINESS MODEL The Group oversees the entire decorative paper production process — from paper manufacturing to surface finishing, impregnation, final product, and end-of-line logistics. Its production facilities are fully integrated with an energy plant, offering sig
Slide 9: Diversified Portfolio of 1000+ Decors
1. Company overview 9 DIVERSIFIED PORTFOLIO OF 1000+ DECORS A wide range of solutions divided into 8 families Decor Paper EOSTP CLPL® CPL Micro Top Melamine Finish Foil CLPL® Films Thin Top Thin Top EOSLAMINATO Melamine Films PPF for Luxury Vinyl Tiles
Slide 10: Strong Brands for a Complete Made in Italy Offer
1. Company overview 10 STRONG BRANDS FOR A COMPLETE MADE IN ITALY OFFER • Base paper • Printed decorative papers (DEC) • EOS Thermo Plastic (rPET) • Unicolors • Melamine-impregnated papers (MEL) • Polymeric printed films (PPF) addressed • Balancing paper • Finish-foils mainly for the furniture, for
Slide 11: 2. Financial Results
2. FINANCIAL RESULTS
Slide 12: 2025 – Key Financials
2. Financial results 12 2025 – KEY FINANCIALS Revenue EBITDA EBITDA Margin Net Result 184.1 Mln 20,9 Mln 11,3% 7,3 Mln +9.2% equal to +15.5 Mln +25.5% equal to +4.2 Mln from 9,9% in 2024 +83.4% equal to +3.3 Mln compared to 2024 compared to 2024 compared to 2024 Net Financial Position Net Financial
Slide 13: Net Sales and Sales Mix
2. Financial results 13 NET SALES - €/M SALES MIX 2024 – 2025 2025 Net Sales (€/M) End uses Geography (excluded BEG*) 200 168,6 184,1* 6,0% Americas 4,3% Asia 1,1% Africa & Middle East 62.0 150 50.0 7,2% Flooring 38,0% Italy 0.1 0.4 100 54.4 53.1 50 64.1 68.6 0 92,8% Furniture 50,6% Europe FY 2024 F
Slide 14: EBITDA & EBITDA Margin
2. Financial results 14 EBITDA & EBITDA MARGIN *- €/M 2024 – 2025 200 25 20% 180 20.9 160 20 15% 140 16.6 118.9 120 15 11.3% 100 9.9% 189.5 10% 80 10 60 27.1 5% 40 5 22.6 20 20.9 0 0 0% Revenues Raw Material Other operating Personnel cost EBITDA FY 2024 FY 2025 (incl. Δ in Inventories Consumption ex
Slide 15: EBIT & Net Income
2. Financial results 15 EBIT & NET INCOME - €/M 2024 – 2025 EBIT NET INCOME 11 10.4 8% 8 8% 7.3 10 7 7% 9 8 7.5 5.6% 6% 6 6% 7 5 5% 4.4% 6 4.0 4% 4.0% 4 4% 5 4 3 3% 2.4% 3 2% 2 2% 2 1 1% 1 0 0% 0 0% FY 2024 FY 2025 FY 2024 FY 2025 EBIT margin NET INCOME margin
Slide 16: Net Financial Position
2. Financial results 16 NET FINANCIAL POSITION - €/M 2024 – 2025 33,1 30,9 20,1 2024 2025 35 NFP 33,10 30,90 30 EBITDA 16,60 20,90 25 20.0 Non current Debt NFP / EBITDA 1,99 1,48 20 21.4 Current Debt without Lamitex acquisition effects 15 NFP ADJ 20,1 10 18.2 NFP ADJ/EBITDA 0,98 13.1 5 9.5 including
Slide 17: Cash Flow Analysis
2. Financial results 17 CASH FLOW ANALYSIS - €/M 2024 – 2025 40.0 2.3 35.0 5.9 8.0 30.0 25.0 6.8 19.1 20.0 4.4 2.1 15.0 1.1 10.0 15.0 12.5 5.0 0.0 Cash Cash from Operational NWC Changes Other Changes Capex Intangible Banks Debts Dividents Cash 31/12/2024 Lamitex Cash flow and Leasing Payment 31/12/2
Slide 18: 3. Future Outlook & Growth Strategy
3. FUTURE OUTLOOK & GROWTH STRATEGY
Slide 19: Future Outlook
3. Future outlook & Growth strategy 19 FUTURE OUTLOOK Geopolitical context: increasing complexity (Ukraine war, Usa-Israel-Iran war, USA–China commercial war), with impacts on strategic raw materials (pulp, titanium dioxide, animal by-products, energy, plastic film, resin) Further push to enrich the
Slide 20: Growth Strategy
3. Future outlook & Growth strategy 20 GROWTH STRATEGY Focus on higher-margin products (laminates, films) Maximize cross-selling with Neodecortech Key project on Kraft paper Extension of operating period
Slide 21: 4. ESG Approach
4. ESG APPROACH
Slide 22: 2030 UN Sustainable Development Goals
4. ESG approach 22 2030 UN SUSTAINABLE DEVELOPMENT GOALS Neodecortech has identified 13 targets it can tangibly contribute to through its own businesses and production environment, identifying for each one commitments and performance indicators. 1 2 3 4 5 6 Go o d healt h and No poverty Zero hun ger
Slide 23: ESG Drivers
4. ESG approach 23 ESG DRIVERS A structurally sustainable business model ESG as a key driver of future growth and competitive positioning - long term value creation Circular economy: cost efficiency Regulatory alignment: reduction of compliance risks Internal reuse of materials and waste-to-energy E
Slide 24: ESG Drivers – Economic Impact
4. ESG approach 24 ESG DRIVERS – ECONOMIC IMPACT A structurally sustainable business model ESG as a key driver of future growth and competitive positioning - long term value creation Margin stability Cost efficiency Risk reduction
Slide 25: Highlights at 31.12.2025
4. ESG approach 25 HIGHLIGHTS at 31.12.2025 Scope 1 and Scope 2 market-based emissions Energy consumption Water withdrawals Waste produced 22.548 Ton CO2 325.261 MWh 1.428 K cubic meters 5.942 Tons -3,5% incidence tons of paper Incidence tons of paper eq. in -16.8% per ton of paper eq. -7,6% inciden
Slide 26: ESG Approach, in Detail
4. ESG APPROACH, in detail Materiality analysis Stakeholder engagement Value chain and material topics Materiality analysis Environmental capital Human capital Relational capital Infrastructure capital Economic and financial capital Governance
Slide 27: Stakeholder Engagement
4. ESG approach – Materiality analysis 27 STAKEHOLDER ENGAGEMENT Neodecortech is committed to maintaining a transparent and constructive dialogue, which is crucial for building trust and achieving the Group's mission. Stakeholder Category: Shareholders, financial institutions and banks, employees an
Slide 28: Value Chain and Material Topic
4. ESG approach – Materiality analysis 28 VALUE CHAIN AND MATERIAL TOPIC BEG and CDG BEG CDG
Slide 29: Value Chain and Material Topic
4. ESG approach – Materiality analysis 29 VALUE CHAIN AND MATERIAL TOPIC NDT
Slide 30: Materiality Analysis
4. ESG approach – Materiality analysis 30 MATERIALITY ANALYSIS LI ST ESRS MATERIAL TOPICS Dec 2024 Dec 2025 Ob tv 2026 A G1 Ethics and compliance 5 5 5 dec 2024 dec 2025 obtv 2026 Eco nomic GOVERNANCE AN D B G1 pe rformance and 4 4 5 ECONOMIC direct impacts A CAPITAL Anti-co rruption and C G1 4 4 5
Slide 31: Double Materiality Analysis
4. ESG approach – Materiality analysis 31 DOUBLE MATERIALITY ANALYSIS
Slide 32: ESG Approach, in Detail
4. ESG APPROACH, in detail Materiality analysis Environmental capital Sustainable use of resources & circular economy Packaging recovery Carbon Neutrality: emissions - today and ongoing projects energy consumption Water resource Taxonomy Human capital Relational capital Infrastructure capital Econom
Slide 33: Sustainable Use of Resources & Circular Economy
4. ESG approach - Environmental capital 33 SUSTAINABLE USE OF RESOURCES & CIRCULAR ECONOMY Vertical integration benefits based on the circular economy approach PAPER THERMOPLASTIC FILM PRODUCTION PRODUCTION PVC & rPET PRODUCERS PAPER WASTE THERMOPLASTIC FILM RECYCLE WASTE RECYCLE 100% of fuel used b
Slide 34: Recycling and Waste
4. ESG approach - Environmental capital 34 RECYCLING AND WASTE Savings Saving K€ Environment Details / Notes Unit Projects yearly basis al Impact 260 tons of wastepaper, in addition to 4,245 tons of recycled secondary printed paper, are used for the production of Balance and/or Use of wastepaper and
Slide 35: Waste: Circular Economy Integrated into the Industrial Model
4. ESG approach - Environmental capital 35 WASTE: circular economy fully integrated into the industrial model Why it matters Waste becomes a resource, either as new raw material or as an energy source, generating environmental benefits, industrial efficiency and long-term value creation. Percentage
Slide 36: Packaging Recovery
4. ESG approach - Environmental capital 36 PACKAGING RECOVERY Why it matters The Group also applies circular economy principles to packaging, extending the focus beyond raw materials: all cardboard used for packaging is also FSC® certified. In 3 years recycling package move from 31% to 37% of the to
Slide 37: Energy Consumption: Integration and Carbon Neutrality
4. ESG approach - Environmental capital 37 ENERGY CONSUMPTION: energy integration and carbon neutrality as a structural competitive advantage Why it matters Key metrics What we do Why it matters 100% renewable electricity Integrated energy platform (BEG) Lower volatility Carbon neutrality Scope 1 &
Slide 38: Carbon Neutrality
4. ESG approach - Environmental capital 38 CARBON NEUTRALITY From 2023 onward the Group is Carbon neutral scope 1 + 2 2025 Neutr alization and Offsett ing (Sc ope 1+2) 30,0 00 20,0 00 22,549 10,0 00 19,374 0 0 -3,175 -10,000 -19,525 -19,374 -20,000 BEG Contribution and PV OFFSETTING Program OFFSETTI
Slide 39: Emissions
4. ESG approach - Environmental capital 39 EMISSIONS Savings Scope 1 and Scope 2 market-based emissions 22.548 Ton CO2 -3,5% incidence tons of paper eq. compared to 2024 0,471 Ton CO2 per ton of paper in 2025 vs 0,488 in 2024 Saving K€ Environment Details / Notes Unit Projects yearly basis al Impact
Slide 40: Ongoing Projects
4. ESG approach - Environmental capital 40 ON GOING PROJECTS Savings Saving K€ Environment Details / Notes Unit Projects in Progress yearly basis al Impact Lower waste disposal and lower methane consumption. tons CO₂ Cogeneration plant for the thermal valorisation of production 500 -1.042 Minor CO₂
Slide 41: Uses of Gas and Water
4. ESG approach - Environmental capital 41 USES OF GAS AND WATER Savings Saving K€ Environment Details / Notes Unit Projects yearly basis al Impact Horizon Project: installation of a heat pump to recover waste 300 minor reduction in fossil fuel usage -600.000 m³ gas heat from the BEG power plant Wat
Slide 42: Water Resource
4. ESG approach - Environmental capital 42 WATER RESOURCE: water efficiency reduces operating risk and cost base Why it matters Water withdrawals 1.428 K cubic meters -16.8% per ton of paper eq. compared to 2024 0,030 m3 per ton of paper in 2025 vs 0,036 m3 in 2024 Key metrics What we do Why it matt
Slide 43: Taxonomy Regulation Summary
4. ESG approach - Environmental capital 43 TAXONOMY REGUALTION SUMMARY K€ 2025 2025 K€ 2024 % 2024 Turnover of taxonomy- 66.789 36,61% of total 55.139 31,93% of total eligible activities turnover turnover CapEx of taxonomy 1.956 24,57% of total 440 6,04 of total eligible activities capex capex OpEx
Slide 44: ESG Approach, in Detail
4. ESG APPROACH, in detail Materiality analysis Environmental capital Human capital Employees and staff recruitment policy Diversity, equal opportunity, welfare and remuneration policies Skills Matrices and training Workplace health and safety Awards and recognitions Relational capital Infrastructur
Slide 45: Employees and Staff Recruitment Policy
4. ESG approach - Human capital 45 EMPLOYEES AND STAFF RECRUITMENT POLICY Employees Employees with full-time contracts 441 97% 35 employees thanks to the acquisition of Lamitex S.r.l. Increasing from 1% compared to 2024 Value creation Human capital enables operational continuity, critical skills ret
Slide 46: Diversity, Equal Opportunities, Welfare and Remuneration Policy
4. ESG approach - Human capital 46 DIVERSITY, EQUAL OPPORTUNITIES, WELFARE AND REMUNERATION POLICY New hires under 30 years old Diversity 18 employees (42% of new hires) 10% of employees under 30 years 44% of employees between 30-50 years +26% compared to 2024 46% of employees over 50 years Welfare
Slide 47: Skills Matrices and Training
4. ESG approach - Human capital 47 SKILLS MATRICES AND TRAINING Training provided 19.344 hours +24.2% compared to 2024 Skills matrix Annual mapping of technical and professional skills. Continuous training +19,000 training hours in 2025: safety, technical skills, digitalisation and soft skills. Job
Slide 48: Workplace Health and Safety
4. ESG approach - Human capital 48 WORKPLACE HEALTH AND SAFETY Neodecortech considers issues related to workers' health and safety of utmost importance, encouraging its employees to prioritize their own health and safety. Certified H&S management system All sites operate under ISO 45001-certified sy
Slide 49: Awards and Recognitions
4. ESG approach - Human capital 49 AWARDS AND RECOGNITIONS Best Managed Companies Deloitte Private Awarded for the second consecutive year, recognizing the Group’s strategic clarity, governance and management excellence. SAP Quality Awards 2025 Award to the IT team for excellence in the SAP ERP impl
Slide 50: ESG Approach, in Detail
4. ESG APPROACH, in detail Materiality analysis Environmental capital Human capital Relational capital Customer relations Suppliers: supply chain management Product quality, safety and reliability Product labeling Relations with the local area Infrastructure capital Economic and financial capital Go
Slide 51: Customer Relations
4. ESG approach - Relational capital 51 CUSTOMER RELATIONS Long-term relationships Revenue concentration by customer class Customer portfolio mainly composed of large national and international groups, with stable and recurring supply relationships. Other customers Partnership approach 5% Neodecorte
Slide 52: Suppliers: Supply Chain Management
4. ESG approach - Relational capital 52 SUPPLIERS: SUPPLY CHAIN MANAGEMENT -10% PCF (Product Carbon Footprint) for each kg of resin purchased Supplier approach - Partnership approach - Long-term relationships - Local suppliers preference policy Vendor rating & assessment Structured supplier evaluati
Slide 53: Product Quality, Safety and Reliability
4. ESG approach - Relational capital 53 PRODUCT QUALITY, SAFETY AND RELIABILITY Process-wide quality controls Systematic checks on raw materials, production processes and finished products, aligned with international standards. Product safety and regulatory compliance Continuous monitoring of legal
Slide 54: Product Labeling
4. ESG approach - Relational capital 54 PRODUCT LABELING System certifications Product certifications 9001:2015 14001:2015 Quality Emissions *Neodecortech S.p.A. only 45001:2018 50001:2018 Health and safety Energetic efficiency **Cartiere di Guarcino S.p.A. only **Cartiere di Guarcino S.p.A. only
Slide 55: Relations with the Local Area
4. ESG approach - Relational capital 55 RELATIONS WITH THE LOCAL AREA Strong local presence Stable industrial operations in the territories where Group companies operate, supported by ongoing dialogue with local institutions. Local skills development Partnerships with schools, technical institutes (
Slide 56: ESG Approach, in Detail
4. ESG APPROACH, in detail Materiality analysis Environmental capital Human capital Relational capital Infrastructure capital Production process Economic and financial capital Governance
Slide 57: Production Process
4. ESG approach - Infrastructure capital 57 PRODUCTION PROCESS
Slide 58: Manufacturing Plants
4. ESG approach - Infrastructure capital 58 MANUFACTURING PLANTS Neodecortech Neodecortech Cartiere di Guarcino Filago Plant (BG) Casoli Plant (TE) Guarcino Plant (FR) 39.177 m2 area 6.200 m2 area 25.000 m2 covered area 178 employees 45 employees 177 employees Activities printing Activities paper- A
Slide 59: ESG Approach, in Detail
4. ESG APPROACH, in detail Materiality analysis Environmental capital Human capital Relational capital Infrastructure capital Economic and financial capital Economic value generated and distribute Governance
Slide 60: Economic Value Generated and Distributed
4. ESG approach – Economic and financial capital 60 ECONOMIC VALUE GENERATED AND DISTRIBUTED
Slide 61: ESG Approach, in Detail
4. ESG APPROACH, in detail Materiality analysis Environmental capital Human capital Relational capital Infrastructure capital Economic and financial capital Governance Responsible business management and code of ethics Sustainable governance Risk management, cybersecurity and data protection
Slide 62: Responsible Business Management and Code of Ethics
4. ESG approach – Governance 62 RESPONSIBLE BUSINESS MANAGEMENT AND CODE OF ETHICS Reports of wrongdoings 0% Through Whistleblowing channels The principles that inspire the Group include in the code of ethics: • integrity, • fairness, • transparency, • attention to people, • reliability, • expertise
Slide 63: Sustainable Governance
4. ESG approach – Governance 63 SUSTAINABLE GOVERNANCE Balance between genders Board of Directors, diversity 44% for the least represented gender on the Board of Directors GENDER Total: 100% n. 7 Women: 44% n. 3 Shareholders meeting Board of Directors: n.7 members with 3 independent non-executive di
Slide 64: Risk Management, Cybersecurity and Data Protection
4. ESG approach – Governance 64 RISK MANAGEMENT, CYBERSECURITY AND DATA PROTECTION Cybersecurity incidents 0% Introduction of the Security Operation Center (SOC) ERM • Structured ERM framework, • preventive and dynamic approach, • the risk is managed by the person in charge of the business process d
Slide 65: Appendix
APPENDIX Shareholders and market data Financial Results Key Contacts
Slide 66: Adoption of Best Practice in Transparency and Corporate Governance
Appendix 66 ADOPTION OF BEST PRACTICE IN TRANSPARENCY AND CORPORATE GOVERNANCE Since 2021, the Company has been listed on the STAR segment of Euronext Milan and is committed to fulfill strict requirements, in terms of liquidity, transparency and corporate governance. PRIVATE COMPANY 26.09.2017 25.05
Slide 67: Income Statement
Appendix 67 INCOME STATEMENT 2025 – 2024 31 Dec 2025 % 31 Dec 2024 % Change Change % (Euro thousands) Revenue from sales and services 184.072 100,0% 168.575 100,0% 15.497 9,2% Changes in work in progress, semi-finished and finished products 1.664 0,9% (945) (0,6%) 2.609 (276,1%) Other revenue 3.785
Slide 68: Balance Sheet Statement – Assets
Appendix 68 BALANCE SHEET STATEMENT – ASSETS 2025 – 2024 31 Dec 2025 % 31 Dec 2024 % Change Change % Assets (Euro thousands) Intangible assets 9.762 5,3% 3.317 1,9% 6.445 194,3% Tangible assets 77.318 41,8% 74.480 42,9% 2.838 3,8% Equity investments 2 0,0% 0 0,0% 2 - Other non-current assets 62 0,0%
Slide 69: Balance Sheet Statement – Equity and Liabilities
Appendix 69 BALANCE SHEET STATEMENT – EQUITY AND LIABILITIES 2025 – 2024 31 Dec 2025 % 31 Dec 2024 % Change Change % Equity and liabilities (Euro thousands) Share capital 18.804 10,2% 18.804 10,8% 0 0,0% Share premium reserve 19.188 10,4% 18.864 10,9% 324 1,7% Other reserves 32.794 17,7% 30.276 17,5
Slide 70: Net Financial Position
Appendix 70 NET FINANCIAL POSITION 2025 – 2024 31 Dec 2025 31 Dec 2024 Change (Euro thousands) A. Cash funds 15.030 12.483 2.547 B. Cash and cash equivalents 0 0 0 C. Other current financial assets 0 82 (82) D. Cash (A+ B + C) 15.030 12.565 2.465 E. Current financial debt (14.526) (16.226) 1.700 F.
Slide 71: Consolidated Debt Maturity at 31 December 2025
Appendix 71 CONSOLIDATED DEBT MATURITY at 31 December 2025 Debt Repayment plan (€/ M) One covenants on CDG long term debts 10 9.9 9 21% 8.2 Fixed rate 8 7 6 5.1 5 4 3 2.4 2 1.8 1.4 1.0 1 0.6 0.1 0 2026 2027 2028 2029 2030 2031 2032 2033 >2033 79% Variable rate To be refounded weighted average ROD(sh
Slide 72: Key Contacts
Appendix 72 KEY CONTACTS ISSUER INVESTOR RELATIONS SPECIA LIST INVESTOR A ND MEDIA RELATIONS SUPPO RT Mara Di Giorgio Luigi Cologni – CEO & Investor Lorenzo Edmondo Bondi Federico Bagatella relator Marina Fumagalli - CFO Email: [email protected] Elena Filippi Email: investor.relations@neo
Slide 73: Disclaimer
DISCLAIMER This document has been prepared by Neodecortech S.p.A. (“NEODECORTECH”) NEODECORTECH expressly disclaims any obligation or undertaking to disseminate any solely for use in connection with the presentation of the Company to potential investors and updates or revisions to any forward-lookin
Slide 74: Neo Decor Tech – Decors and surfaces for sustainable living
NEO DECOR TECH Decors and surfaces for sustainable living.