Nokian Tyres Plc

remain as it was. We will be between 180 and 200 million euros, so everything is going according to plan, also from the CAPEX point of view. But what I would like to highlight once again is that we are ending a strong investment cycle that was necessary to rebuild the footprint of Nokian Tire in Europe, as well as to build and to extend the one in North America. So at the moment, we are estimating to be perfectly aligned with our guidelines in terms of CAPEX. And of course, the CAPEX level from after 2025 is expected to go back to a normal level, more or less in line with the depreciation. Moving to slide number nine, as I mentioned at the beginning, obviously we continue to focus on the improvement of the financial performance. I was very clear also during the closing of quarter one that this is going to be very important to focus on profitable growth. And this is where our guidance is coming from. Of course, we have three important focus areas that are extremely important for our future development and for our profitability development in the next future. Obviously, one is the commercial area. We are, as I told you already in quarter one, accelerating our effort to gain premium market share in the North American market. And of course, the key opportunity is in the in enlarging the sales network in the United States. In Central Europe, we have similar challenges, even though we are a little bit more mature in this market. We are expanding at the moment our existing network and we are also entering new markets and we are also implementing consistent price realization in line with the premium branding positioning. This is a long journey that we will carry on From now on, because obviously this is the position that we want to have in both the Central European and the North American market. In the Nordic, we are doing pretty well at this stage. We are managing very well the pressure that is coming from the raw material increase. And of course, we keep protecting our premium position in our strong product portfolio. utilizing Vianor as a strong asset of the company to accomplish our objective. From the operational point of view, we are also working at 360 degrees. Obviously, the ramp up of our factories in Oradea and in Dayton are supporting economy of scale, consequently better absorption of the fixed cost. We are moving in the direction of driving higher efficiency across the organization because we need to improve our efficiency and our productivity in our own factories. And of course, you will see later on more and more the importance of our development in Romania in terms of ramp up because obviously this will give us competitive base for our future development in central europe last but not least we are working very hard in improving our efficiency when we talk about supply chain and our local for local business model will give us the opportunity to become more efficient in managing our working capital and our inventory we said also at the beginning of the year that we want to also improve from the procurement point of view, enlarging our supplier portfolio, and obviously become more efficient in the way we spend our money. And this is what we are doing at the moment, and we see already an important improvement in our P&L in quarter two, also in this dimension. All the three dimensions are delivering good results at this stage and all the three dimensions have contributed to the good improvement that we had in quarter two. Moving to slide number 10, obviously this job, this continuous improvement plan is requiring a clear structure. Of course, our new operating model is helping to have a stronger focus on the And in some way, the KPI ownership that we have built around the organization has been driving to better accountability of our own business. We have in place at the moment a lot of different work streams that are working in a systematic way to follow up. And they're giving us the possibility to follow up and to have a clear reporting of our practices, but also about our result. And then, of course, today we have an organization with an enlarged management team that is giving us the possibility to be more agile and to react quickly to any business opportunities or challenge. Moving to slide number 11. We had also some good news on the sustainability side. Nokian was recognized to be one of the top 500 most sustainable companies in the world by the Time Magazine. Actually, we were number 98 in the list made by the Time Magazine. This is obviously rewarding our effort in becoming a more sustainable company, reducing the CO2 emissions. increasing the level of renewable and recyclable material, and of course, being a socially responsible player in the industry. And we will carry on this effort, and this effort has been recognized not only by the time, but as you can see, by many other organizations. And of course, I would like to highlight again, our EcoVadis platinum status is one of the also best indicators to tell How good is our effort at this stage of our history? Moving to slide number 12, I will ask kindly Jari to take the control of the presentation.

Thank you, Paolo, and good afternoon from my side as well. Starting from passenger car tires, in the second quarter, we reported higher sales and improved margins. Our net sales was 206 million, comparing to prior year, 108. 189 million. Net sales increased in comparable currencies by 11.3%. Average sales price with comparable currencies improved as well as the share of higher than 18 inches tires increased significantly. Segment operating profit was 15.9 million or 7.7% of net sales comparing to last year, 7.1 million or 3.7% of net sales. Profitability improved in passenger car tires mainly due to higher sales and price increases which were implemented in the first quarter. Also, our manufacturing and supply chain costs were lower comparing to prior year. In the first half, we have been able to improve our inventory rotation in passenger car tires. In the next page, we can see passenger car tire spread seas in the second quarter, net sales and segment operating profit. In net sales, we can see that both sales volume and price mix component developed well. Sales volume impact was 12 million and price mix 9 million. Currency, we had some headwind coming mainly from USD and Canadian dollar. In segment operating profit side, sales volume impact was 5 million. Price mix impact plus 9 million. Still in material cost, we had some negative impact, minus 4 million. However, I want to highlight that it's good to see that price mix component is now clearly higher than the material cost. So basically, we have been able to offset the higher cost in the second quarter. Supply chain component plus 3 million coming mainly from manufacturing, sales rates and warehousing. SGA cost somewhat 3 million negative comparing to prior year. And in what comes to currencies, the impact is very close to neutral, minus 1 million. Going to page, passenger car tires net sales Here we can see quarterly changes by our sales components, sales volume, price mix, and currency. Here I want to highlight price mix in the second quarter, which was plus 4.9%, coming from both higher sales prices and also better sales mix comparing to last year. Then to continue to heavy tires, In the second quarter, we had solid sales development. However, weak market affected to heavy tires margins. Net sales was 61 million, comparing to last year's 60 million. Change in comparable currencies was plus 1.3%. In heavy tires, net sales increased in all regions, driven by aftermarket sales. Segment operating profit was 6 million or 9.9% of net sales comparing to last year, 7.6 million or 12.7% of net sales. Profitability decreased in heavy tires mainly due to weaker product mix in sales. And in heavy tires, Finnish goods inventories are on a lower level comparing to prior year. Moving to Vianor second quarter, we reported stable sales development there. Net sales 98 million compared to last year 96 million. So net sales with comparable currencies increased by 1.2%. Segment operating profit was 7.1 million or 7.2% of net sales versus last year 7.5 million versus 7.8% of net sales. Segment operating profit was slightly lower year on year, mainly due to cost inflation in Vianor business. In Vianor, Finnish CUS inventories remained stable in first half. Then handing over back to you, Paolo.

Thank you, Yari, and thank you very much for explaining the performance in the single business units. Now we go through the guidance, and from the market point of view, we don't see major changes in the market. Of course, there is a lot of uncertainty related to the market development in North America due to the tariff situation. We will watch this. very carefully, but in general, we can see the market, the aftermarket, where we are a strong player, we'll see at the moment to remain pretty stable, both in Europe as well as in North America. The heavy tire business is down, will be down. We are expecting that we remain down in the second half of the year at this stage, also looking at the market development in both the replacement and in the OE segments. When we talk about North America, of course, as we mentioned already during the closing of quarter one, we will keep a pretty... flexible strategy, what I mean is that we have a local for local business model. And fortunately, we are not exposed heavily at all to the tariff. In particular, when we talk about U.S., we are basically 85% of our business is made in U.S. for U.S. So we don't see this issue. But of course, we will need to be ready. to look at any kind of opportunities in the month to come based on the negotiation between Europe as well as US and Canada, because obviously we are also exporting Canada. I remind you that all the winter tire business that we sell in Canada, which is obviously an important part of our business, is made in Finland. Consequently, we should not be exposed on that side. So we are at the moment looking at different options and scenarios. There will be some uncertainty that is more related to the consumer behavior than uncertainty related from the manufacturing side. So we will need to carefully watch the development from the consumer side. And this is really my main message today. But we are well equipped from the pure manufacturing point of view to face any kind of ending scenario. Moving to slide number 21, we keep our guidance for the year. where net sales are expected to grow and segment operating profit as a percentage of net sales will improve. We are expecting, as we say, the demand to remain in line with previous year level. And then, of course, the global economy, as well as the geopolitical trade and tariff are creating some uncertainty that we are watching day by day in order to understand better the business development. Of course, we have an important... opportunity, having our capacity moving up in Romania in particular, and this obviously supporting better availability of finished goods and at the same time, better sales. I would like to take this opportunity also to drive your attention to the following quarters. Last year, we had a very high level of exclusions in our P&L due to exceptional items that were coming on the agenda last year. This year, we are forecasting by far lower exclusions. So when you build the model, please look at the improvement of the profit level more than segment operating profit, because this is very important to understand the development of the company for the future months. We will have, obviously, we guided less exclusions for the next couple of quarters. We have also today announced three important changes in our management team. We welcome Chris Ostrander, who has been a board member, who is today still a board member of Nokia entire team. He will step down from the position as a board member and also as a leader of the investment committee. And he will join the management team starting from the 1st of September. leading the North American team as a senior vice president of passenger car tire in North America. He will replace Lauri Alme, who has accepted the challenge to lead our Vianor network, starting from the same day as a senior vice president of Vianor. Lauri has an extensive experience in the company and also in managing service operations. So I'm sure it will do a great job also managing Vianor as a senior vice president for the years to come. At the same time, we are promoting Tron Gulbransen as a Senior Vice President Passenger Car Tire for the Nordics. Tron has been in the company for many years. He knows the company very well. He will join the management team and he will add his expertise and his knowledge, commercial knowledge, to the management team, supporting our future growth and expansion in the commercial area. We are now at two minutes. the time of the Q&A.