Managing Director''s Message and Investor Presentation for the quarter ended June 30, 2026

August 14, 2026 BSE Limited Corporate Relationship Department, P J Towers, Dalal Street Mumbai – 400 001 Scrip Code- 523558 Sub: Managing Director’s Message & Investor Presentation on the Un-Audited Financial Results for the Quarter ended 30th June, 2026. Dear Sir/Madam, Pursuant to Regulation 30 of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, please find enclosed Managing Director’s Message & investor presentation on the Un-Audited Financial Results of the Company for the Quarter ended 30th June, 2026. Kindly take the above on record. The same is for your information and record. Thanking You For SWISS MILITARY CONSUMER GOODS LIMITED VIKAS JAIN COMPANY SECRETARY From The Managing Director's Desk Dear Investors, The quarter was strategically important for the Company. While the operating environment remained highly competitive and was influenced by continued volatility in global oil markets and fluctuations across the travel-centric industry, we remained focused on strengthening the foundations of the business for the next phase of growth. During the quarter, we made purposeful and calibrated investments across several strategic priorities, including brand building, portfolio and product expansion, manufacturing and warehousing infrastructure, quality and testing systems, and the continued expansion of our distribution network across new online and offline channels, marketplaces and geographies. These initiatives are designed to enhance our operating capabilities, broaden our addressable market, improve supply-chain responsiveness, strengthen product quality and deepen consumer reach. While some of these investments will mature progressively, we believe they significantly strengthen the Company’s platform for sustainable, scalable and profitable growth across multiple dimensions of the business. Importantly, our focus during the quarter was not merely on near-term growth, but on building the capabilities, infrastructure, brands and distribution architecture required to create enduring value over the medium to long term. FINANCIAL PERFORMANCE During the quarter ended 30th June 2026, the Company recorded revenue from operations of ₹ 52.07 crore as compared to ₹ 62.43 crore in the previous quarter, representing a decline of 16.59%. The Profit Before Tax (PBT) for the quarter stood at ₹ 1.97 crore as compared to ₹ 1.95 crore in the previous quarter, representing a marginal growth of 0.97% despite the decline in revenue. This was on account of an improved Gross Profit (GP) margin during the quarter, which stood at 19.70% as compared to 16.61% in the previous quarter. On a consolidated basis, performance remained stable, supported by disciplined execution, focused brand investment, continued expansion of our distribution network and ongoing product rationalisation. The moderation in revenue during the quarter was, to an extent, a conscious strategic decision. The industry witnessed unusually aggressive discounting across both listed and unlisted competitors, creating significant pressure on pricing across several product categories. We chose not to pursue unprofitable volumes or participate in pricing actions that could compromise the long-term equity of the Swiss Military brand, dilute product positioning or adversely impact the financial health of our channel partners. At the same time, the industry experienced a sharp increase in the prices of key plastic raw materials, particularly polycarbonate (PC) and polypropylene (PP) resins, along with inflation across several other major input costs. This created near-term pressure on gross margins, while the prevailing competitive and discounting environment restricted the industry’s ability to immediately pass these increases on to consumers. As market pricing progressively realigns with the prevailing cost structure, we believe the Company is well positioned to benefit from an improvement in industry economics. The strategic initiatives undertaken during the period—including expansion of our owned manufacturing capabilities, strengthening of supply-chain and warehousing infrastructure, disciplined pricing, portfolio optimisation, brand investment and broader distribution—are intended to support both sustained long-term growth and improved profitability. Importantly, our increasing proportion of owned manufacturing, together with greater operational control, improving capacity utilisation and operating leverage, should provide a strong foundation for margin recovery as volumes scale. Accordingly, while the near-term environment remains competitive, we believe the business is entering the next phase from a considerably stronger strategic and operational base. Subject to normal market conditions, the combination of pricing discipline, improving cost absorption, manufacturing efficiencies, portfolio expansion and wider market penetration should support a progressive recovery in margins and an acceleration in growth during the second half of the financial year and beyond. STRATEGIC PRIORITIES AND EXECUTION Our strategy remains clear: build Swiss Military into a leading, trusted, travel and lifestyle brand through category leadership, product innovation, omnichannel reach, operational discipline and an overall superior consumer experience. We continue to deepen our presence in the travel gear category—hard luggage, soft luggage, backpacks, laptop overnighters, sling bags, duffle bags, and an introduction of new travel accessories (neck pillows, leather wallets, TSA locks and luggage covers etc.) —while selectively expanding into adjacent lifestyle categories. This focus enables us to build deeper consumer insight, strengthen our product proposition, and create a more scalable business model. ALPINE CLUB: ADDRESSING THE VALUE SEGMENT We have recently launched “Alpine Club,” a new sub-brand created specifically for value-conscious and aspirational consumers. The initial portfolio spans PP luggage, backpacks, duffle and messenger bags, and travel accessories, giving us a credible entry into the large and fast-growing affordable travel-gear segment. The launch of Alpine Club significantly expands our addressable market while allowing Swiss Military to retain and further strengthen its premium positioning. It creates a clear two-brand architecture through which we can serve distinct consumer segments without diluting the equity of the core brand. While Swiss Military continues to address the premium and super-premium consumer, Alpine Club enables us to participate more aggressively in high-volume, price-sensitive markets where demand for branded, well-designed and reliable travel products continues to grow. This strategy also creates a compelling opportunity for our distributors, retailers and other trade partners. Alpine Club enables them to participate more meaningfully in emerging regional and Tier II and Tier III markets, where consumers are increasingly transitioning from unorganised products towards branded travel gear that offers the right balance of quality, contemporary design, functionality and accessibility. Importantly, it gives our partners a broader product and price architecture with which to address a substantially larger consumer base. Our portfolio strategy is therefore increasingly structured around clearly differentiated consumer propositions. At one end, the Black Gold Collection addresses the ultra-premium segment through elevated design, materials, specifications and product experience. At the other, Alpine Club offers high-specification, design-led products at more accessible price points, tailored particularly to the requirements and purchasing behaviour of the Indian consumer. Together, these differentiated propositions allow us to participate across a much wider spectrum of the travel-products market while maintaining clear brand segmentation. For our trade partners, this translates into greater consumer coverage, additional price points, higher cross-selli [Showing first 8,000 characters — download PDF for full document]