Investor Presentation - Revised

Date: August 31, 2026 To, To, BSE Limited (“BSE”), National Stock Exchange of India Limited Corporate Relationship Department, (“NSE”) 2nd Floor, New Trading Ring, Exchange Plaza, 5th Floor, P.J. Towers, Dalal Street, Plot No. C/1, G Block, Mumbai – 400 001. Bandra Kurla Complex, Bandra (East), Mumbai – 400 051 BSE Scrip Code: 539876 NSE Symbol: CROMPTON ISIN: INE299U01018 ISIN: INE299U01018 Our Reference: 80/2026-27 Our Reference: 80/2026-27 Dear Sir/Madam, Sub: Investor Presentation - Revised This is in continuation of our earlier letter regarding the Investor Presentation dated August 20, 2026. We wish to inform you that a revised Investor Presentation is being submitted to address certain inadvertent clerical errors identified in the earlier presentation. The revision is administrative in nature and does not result in any change to the information, analysis, or conclusions presented therein. Please find enclosed the revised Investor Presentation for your records. You are requested to take the same on your record. Thanking you, For Crompton Greaves Consumer Electricals Limited Kaleeswaran Arunachalam Chief Financial Officer Encl: as above Investor Day 2026 85-year-old legacy 12-year-young start-up PHASE 1 · FOUNDATION PHASE 1 · FOUNDATION FY17–FY22 | Built the base, with gaps FY17–FY22 | Built the base, with gaps 6% 6% Revenue CAGR delivered Revenue CAGR delivered Brand Strong — but under-invested Fans Strong leader, value led premiumization objective Innovation & capability Early stages of building Pumps Strong leader, low growth Where we started Markets served Strong leadership mostly in penetrated categories Lighting Persistent downward trajectory Seasonality High — earnings rode the season Large Domestic Appliances Incipient business, strong in ecommerce Go to market Strong distribution primary led Small Domestic Appliances Small business, breaking even Operating model Maximize near term returns Strong brand value led, poor revenue quality Butterfly Yesterday we built a foundation — with few gaps. Premiumization across categories Key strategy Large Kitchen Appliances Scale up and profitability challenge Today we are closing them. Tomorrow we compound — resilient by design. Transitioning from PE owned to management led Ownership structure 3-Year checkpoint (FY29) 5-Year ambition (FY31) Revenue growth ~13-14% CAGR 2X Revenue Our Business Ambition Profit growth Ahead of revenue growth Ahead of revenue growth What got us here, will not take us there Crompton 2.0 – A framework Crompton 2.0 Accelerated growth at healthy margins to deliver strong TSR launched in 2023 to reset the growth engine Protect and grow the core Win in the Kitchen Transform Lighting business Foray into new segments PI L L ARS Fans: Strengthen the core & increase share in premium Small domestic appliances : Grow share & reach Product innovation & positioning Entry in 2-3 attractive whitespaces, in line with overall vision Large domestic appliances : Market leading growth Large kitchen appliances : Scale up Focused GTM & sales process enhancement Pumps: Redefine position & increase agri-footprint Butterfly : Bring back to growth and profitable trajectory Range expansion across panels & other segments Brand excellence, consumer-centricity Operational excellence GTM excellence ENABLERS Invest in consumer awareness, right brand positioning Manufacturing, quality & cost excellence to improve Continue expanding reach & diversify into channel whitespaces EBITDA and reinvest in growth Brand architecture redefinition Follow the consumer: Omni channel Digital and technology Consumer-centric innovation People & Organization Digitally powered sales functions Consumer needs-driven Innovation Autonomy & accountability with BU Improve speed to market for NPD FOUND ATION Improve channel and consumer connect led by digital Collaborations with startups/technology leaders Improve employee engagement Sustainability at center of NPD Crompton 2.0 – A framework Crompton 2.0 Accelerated growth at healthy margins to deliver strong TSR launched in 2023 to reset the growth engine TRANSFORM Protect and grow the core Win in the Kitchen Transform Lighting business Foray into new segments PI LLARS Fans: Strengthen the core & increase share in premium Small domestic appliances : Grow share & reach Product innovation & positioning Entry in 2-3 attractive whitespaces, Large domestic appliances : Market leading growth Large kitchen appliances : Scale up Focused GTM & sales process enhancement in line with overall vision Pumps: Redefine position & increase agri-footprint Butterfly : Bring Back to growth and profitable trajectory Range expansion across panels & other segments Brand excellence Operational excellence GTM excellence E NAB LE RS Invest in consumer awareness, right brand positioning Manufacturing, quality & cost excellence to Continue expanding reach & diversify into channel whitespaces Brand architecture redefinition improve EBITDA and reinvest in growth Follow the consumer: Omni channel People & Organization Digital and technology Consumer-centric innovation Autonomy & accountability with BU | Digitally powered sales functions Consumer needs-driven Innovation FOUNDATION Improve channel and consumer connect led by digital Collaborations with startups/technology leaders Improve speed to market for NPD Sustainability at center of NPD Improve employee engagement People & Organization Crompton 2.0 Accelerated growth at healthy margins to deliver strong TSR transformation Protect and grow the Win in the Transform Lighting Foray into new core Kitchen business segments PILLARS Fans: Strengthen the core & increase share in Small domestic appliances : Grow share & reach Product innovation & positioning Entry in 2-3 attractive whitespaces, premium in line with overall vision Large kitchen appliances : Scale up Focused GTM & sales process enhancement People & Organization Large domestic appliances : Market leading Butterfly : Bring Back to growth and profitable Range expansion across panels & other trajectory segments growth Brand excellence, consumer-centricity Operational excellence GTM excellence Pumps: Redefine position & increase agri-footprint E NAB LE RS Invest in consumer awareness, right brand positioning Manufacturing, quality & cost excellence to Continue expanding reach & diversify into channel whitespaces Brand arcAhiutetctourne oremdefyini t&ion accountability with BU i|mprove EBITDA and reinvest in growth Follow the consumer: Omni channel Improve speed to market for NPD People & Organization Digital and technology Consumer-centric innovation Autonomy & accountability with BU | Digitally powered sales functions Consumer needs driven Innovation Improve employee engagement FOUNDATION Improve channel and consumer connect led by digital Collaborations with startups/technology leaders Improve speed to market for NPD Sustainability at center of NPD Improve employee engagement Governs Board of 7 Directors Institutionalized Feedback & Governed by Values a Insights Upwards Operating Structure: Steers o Enterprise 11 Leadership Team Board governed – b Enabled by Capabilities Risk Escalation Delivers Management led – c Business Empowered organization A Leadership Team l Driven by Performance C Executes Frontline Insights Operational Leadership Team Groups 250+ Combined years of experience Collective Experience HUL L&T D Sundaram Promeet Ghosh Sanjiv Kakkar Smita Anand Executive Director Non-executive Chairman & Managing Director & CEO | Independent Director | Independent Director | Nestle Deloitte Board of Directors Non-Independent Director | Ex-Deputy Head, Temasek India Ex-EVP Middle East, Central Asia, Ex-MD, Leadership Consulting Ex-Vice Chairman and CFO, HUL Russia & North Africa , Unilever PLC India & Asia Head Korn Ferry’s Board Asian Paints NSE An independent, professionally governed board with experience DSP Merrill Lynch Schneider Electric spanning global corporations, capital markets and [Showing first 8,000 characters — download PDF for full document]