INTELLIGENT AND CLEAN GROWTH 

Everywhere there is rotation, there is a good chance

that SKF products, capabilities and skilled colleagues
are providing value in the form of improved
operational performance and reduced emissions.
“W
​ ith the ABB 2030 sustainability
strategy, we are working with
our customers and suppliers to
implement sustainable practices across
our value chain and the lifecycle of our
products and solutions. SKF’s solutions
support us in meeting those targets.”
​ uti Korkeakangas
O
​ lobal Category Manager
G
Bearings for Large Motors & Generators
and Low Voltage Motors, ABB
“ ​Suzano is now on a journey of digital
development where SKF can be a part, and
predictive maintenance and more intelligent
analysis for failures will be key.”
​Paulo Silveira
Industrial Director, Suzano
With the explosive growth of
EV in China in 2021, BYD
looks forward to deeper
cooperation with SKF,
becoming the market leaders
together. 
Trusted Tuned in
• Close customer relationships • Sustainability • Digitalization
• Deep understanding of a wide range of applications • Electrification • Regionalization
• 100+ years of innovation • Automation
• Recognized leader in application
engineering and design
2022
We are in pole
position – let’s
Collaborative accelerate! Competitive
• Technologies/products/services • By far the largest industrial player
• Engineering/application knowledge in the bearing industry
• Global position & reach • Good momentum; growing market
share in the last four years
• Supporting our customers in
their strive for a sustainable future
A DIFFERENT SKF 2030

Intelligent and clean growth

Intelligent and clean growth
• Customer offerings & solutions • Tech applications
• Portfolio management • Industries; minimize friction and waste
• Digital value chain & processes • Value chain; net zero emissions and high
• Capital allocation and resource transparency 
deployment • Business practice and high ethics
 A DIFFERENT SKF 2030

Double the business,  More focused Technical partner Leading development 

at improved margins and efficient of choice among of sustainable 
customers solutions
A DIFFERENT SKF 2030

Required investments Funding

• Further acceleration of investments; • Increased investments will be
strict return requirements funded by actions to improve our
net working capital and by
• Over time, increase R&D expenditures
continued cost reduction
by 50% to support the growth agenda ​
 Intelligent and clean growth
Accelerate technology development
High-growth New
segments technologies
Digitalize our full value chain

Regionalized and competitive supply chain

Services & Portfolio
Aftermarket management
Operate more efficiently – closer to customers

Growth areas Growth enablers

 Intelligent and clean growth
Accelerate technology development
High-growth New
segments technologies
Digitalize our full value chain

Regionalized and competitive supply chain

Services & Portfolio
Aftermarket management
Operate more efficiently – closer to customers

Growth areas Growth enablers

 Targeting existing segments with high growth across
High-growth
segments geographies
EXAMPLES WHY HOW

High-speed An area of strength for SKF, where Combining the strength of our existing portfolio,
new, emerging applications and including magnetic, ceramic and high-performance
machinery existing segments show high growth.  steel bearings.

Electric drives Areas with high growth, driven by By capitalizing on our leadership within ceramic
increased investments in development bearings and established position as a preferred
of new technologies. technology partner.

Cleantech A leader within renewable energy and Leveraging our strong position in existing
railway; growth expected within hydrogen segments and making use of our engineering
processing and carbon capture. capabilities and relationships with OEMs.

Automation Increasing investments in manufacturing Broad product offering and leading position in
technologies and automated logistics bearing solutions combined with capability in
& Robotics centres, where up-time is crucial. machine reliability.

Agri, Food & Growing markets with wide and Continue to build on our deep knowledge,
demanding application needs. strong brand and ability to develop bespoke
Beverage products.
 Leveraging technology to grow in emerging industries
New
technologies
EXAMPLES WHY HOW

Connectivity Providing value to our customers in New technology and partnerships provides
the form of improved operational scale and easy access to data analysis and
performance and reduced emissions. machine performance competence.

Ceramic New requirements of high voltage, high Leveraging our strong technology and
frequency and high speed in electric market position built on continuous
bearings applications make ceramic bearing the investments in ceramic capabilities.
most effective solution.

Magnetic Magnetic bearings are ideal for By using magnetic bearings, you get an
applications demanding high extremely sustainable solution; a solution that
bearings speeds and low vibration. lasts longer, with lower energy consumption
and zero maintenance.

SKF 19 million tonnes of industrial Patented, innovative solution, enabling circular

lubrication oil is used every year – a use of industrial lubricants. Initial focus will
RecondOil circular use of oil provides significant be on metalworking, hydraulics, mining and
financial, environmental and metal.
performance benefits.
 ~40% of sales with attractive profitability 
Services &
Aftermarket
EXAMPLES STRENGTHS GROWTH POTENTIAL 

Aftermarket
• Global reach and close • Transactional service
customer relations business
Services
• Over 17,000 distributors • Scale up data-driven services
Maintenance providing services
• Partnerships on data
• Recognized leader in gathering 
Condition monitoring
application engineering
• Supporting customer’s CO2
and design
Remanufacturing reduction ambitions
• Industry leading in
artificial intelligence and • Recurring revenue models,
Engineering & design support
machine learning from entry-level to
performance-based
Rotation as a service
 Intelligent selection of businesses
Portfolio
management

• Stricter performance requirements Maintain Grow

on businesses
• Earn your place in the Group:
- profitability
- growth potential Trim Fix
- future proof
- sustainability
• Independent Automotive creates
strategic flexibility for the Group We will address selected underperforming
businesses
 Profitable growth in Automotive
Portfolio
management
WHAT WHY HOW

1 Capture growth in
electrical vehicles
Strong sales growth Clear leader in hi-speed bearings for
electric powertrains. Adding roller
bearings to further increase content

2 Expand in commercial
vehicles
Asia truck & bus markets are
upgrading for longer service life,
Proven track-record in Europe,
leading the trend in Asia
improved quality and performance

3 Capture growth in
vehicle aftermarket
Good growth potential in EMEA and
Americas as well as in Asian markets
SKF is gaining share with improved
organisational capabilities and profitability

4 Refocus portfolio to
relevant segments
Market and technology shift to
Electric Vehicles
Refocus fragmented portfolio on attractive
segments, products and customers

5 Rebuild drive control

portfolio
Autonomous driving brings new
opportunities in innovation for an
Currently leading position in suspension
bearings – opportunities to consolidate
upgraded portfolio product portfolio in steering
 Intelligent and clean growth
Accelerate technology development
High-growth New
segments technologies
Digitalize our full value chain

Regionalized and competitive supply chain

Services & Portfolio
Aftermarket management
Operate more efficiently – closer to customers

Growth areas Growth enablers

 Leveraging customer insights to fuel
Accelerate technology development
technology development
New customers

• Supporting the growth agenda

25% of growth - High speed in electric applications
- Cleantech and new energy
10% of growth
Existing New
- Services – built-in SKF knowledge
products products - Net zero enablers
15% of growth
50% of growth • New manufacturing technologies
• Over time, increase R&D expenditures
by 50% to support the growth agenda 
Existing customers
 Leveraging customer insights to fuel
Accelerate technology development
technology development - examples

High-speed bearings Connected products

Specifically engineered to Embedded sensors gather bearing and
meet the extreme needs of machine data during operation,
electric drives, centrifugal enabling instant feedback and control
compressors and pumps

Food-line bearing units Manufacturing

Meeting hygiene, maintenance New methods like laser cladding
and performance needs in and induction heat treatment
demanding environments increase flexibility, reduce cost and
increase customer performance
Digitalize our full value chain Drive growth and reduce working capital

Design

• Significant progress has been made in

digitalizing SKF’s manufacturing operations.
Customer Supply chain
• As part of our journey to become even more
relevant for our customers, further
investments will be made in connecting our
Distribution Manufacturing entire value chain: customers, sales,
logistics, manufacturing, supply chain and
R&D.
Sales
 Regionalized and competitive supply chain Closer, quicker and more competitive

2025
targets
60% 95% >85
%
Americas EMEA Asia Pacific
Localization 40% 60% 95% 95% 60% > 85%
:

> investments for profitable growth 4-5 closures per year

> localization rates 5 billion in annual savings by 2025
 Operate more efficiently – closer to customers Organizational evolution

From centralization… Design …to decentralization Design

Customer Supply chain Customer Supply chain

Distribution Manufacturing Distribution Manufacturing

Central
Regional Sales Sales
Business area
Operate more efficiently – closer to customers Customer driven business areas

AMERICAS EMEA
LUBRI-
SEALS AERO
CATION
AUTO-
MOTIVE
SKF
MAG-
CHINA & MARINE RECOND
INDIA & NETICS -OIL
SEA NEA
1 global
6 independent automotive
4 industrial regions business areas business

• Full end-to-end customer and financial accountability • Lean central organization

• Central processes and structures in place • Central transformation office
to coordinate global accounts & processes to secure speed and execution
Operate more efficiently – closer to customers Management team

Rickard Gustafson John Schmidt Kent Viitanen Manish Bhatnagar

President and CEO Americas EMEA India & SEA

Patrick Tong David Johansson Thomas Fröst Joakim Landholm

China & NEA Automotive Independent & Emerging Businesses Operations & Digital Transformation

Victoria Van Camp Niclas Rosenlew Mathias Lyon Ann-Sofie Zaks

Technology Development Finance Legal People
INTELLIGENT AND CLEAN GROWTH

Accelerate technology development

High-growth New
segments technologies
Digitalize our full value chain

Regionalized and competitive supply chain

Services & Portfolio
Aftermarket management
Operate more efficiently – closer to customers
 A DIFFERENT SKF 2030

Double the business, More focused Technical partner Leading development

at improved margins and efficient of choice among of sustainable
customers solutions
Q&A