Cloetta AB (publ)

A warm welcome and thank you for joining FOETA's Q2 interim report presentation. I'm Lara Lindholm, the Director of Communications and Investor Relations. Our CEO Katarina and CFO Frans will first go through our results, after which we will move to the Q&A, where you either have the possibility to dial in and ask questions live or alternatively post your question through the chat.

The chat has now opened for your questions. Over to you, Katarina. Thank you, Laura. I'm very proud to present a quarter with strong sales growth and improved profitability. This was driven not only by seasonal Easter sales, which fell in the second quarter this year, but also by our continued journey driving profitable growth. But first over to the agenda. Today it looks as following. I will start with Clueta in a brief. Then I go through our strategic framework and our updated financial targets. After that, I move over to our Q2 highlights. Our CFO, Frans, will then walk you through our Q2 financials. And as always, we wrap up with a Q&A. For any new listeners on the call, let me start to tell you a bit about Cloetta. Today, we are the leading confectionery company in Northern Europe. We were founded in 1862 and have for over 160 years been spreading joy through our iconic brands. And we're planning to stick around for at least another 160. We have grown a lot since the early days. Now we have operation in 11 countries with about 2,600 full-time colleagues. In 2024, we hit 8.6 billion Swedish kronor in sales. and our operating margin was 10.6%. Over half of our sales come from our 10 biggest brands, and we call them our super brands. Despite the current increase in geopolitical uncertainty, our company remains largely unaffected. This resilience is due to several key factors. First, we operate in a non-cyclical market with stable consumer demand, which provides a solid foundation even in uncertain times. Second, our strong and trusted brands give us the ability to adjust prices when needed without losing customers' loyalty. Third, our broad product portfolio allows us to offer a range of alternatives, helping us adapt quickly to shifts in consumers' behavior. And finally, our primary focus is on Northern Europe, a region that is generally less impacted by global geopolitical tensions compared to the other parts of the world. Together, these strengths position us well to continue delivering stable performance and long-term value. I will now briefly walk you through how we bring our vision to life through our strategic framework and then, in relation to this, also our updated financial targets. For more detailed information, please view the recording of our Investor Day that is available on our website. Let me start by talking about our vision at Cloetta, because it really captures what we are all about. Our vision is to be the winning confectionery company, inspiring a more joyful world. And that is not just a nice phrase on a wall. For us, it's a commitment to excellence, to innovation, and most importantly, to the joy we bring to people every single day. This vision is what guides us and it's what pushes us to keep improving, to stay curious and to lead the way in the industry. We have created a clear strategic framework to guide us forward. And right at the center is our vision to be the winning confectionery company, inspiring a more joyful world. But having a vision isn't enough on its own. We can't chase every opportunity or be everyone everywhere at once. So we have made some choices that will help us scale, grow and make the biggest impact where it matters the most. We have five core markets and they are Sweden, Denmark, Norway, Finland and the Netherlands. Around 80% of our total sales today comes from our core markets. Our first strategic priorities is to focus on our 10 key brands, what we call our super brands, in our core markets. These are the brands with the biggest potential and by focusing on expanding strategy, we can unlock new opportunities, grow and drive scale. Next, we are looking beyond our core markets. We've identified three high potential markets outside our core markets, and they are UK, Germany and North America. By focusing more and making clear choices, we believe we truly can make a difference and achieve strong growth in those markets. Our third priority is to step up marketing and innovation. The market is constantly evolving and we need to stay ahead, not just reacting on the trends, but helping to shape them as well. For the past seven years, we focused purely on organic growth, but now we are open to exploring M&A as long as it fits our strategy and makes good business sense. That said, any M&A would be an accelerator and is not built into our financial target. To make all of this happen, we also need the right enablers in place. That means having a simple, efficient operating model and the structure that supports our goals. During Q2, we announced changes to our organizational structure, including some reduction in positions and updates to our group management team. The goal is to better align with our strategy and move faster, but also to support our profitability journey. People in our culture are, of course, key to our success. Without that, everything else is just a black box. Our culture is the foundation of everything we do, and we are committed to building a strong, capable and joyful organization. Now I'd like to share a few concrete examples of how we are bringing our strategic framework to life. Let's start with our first pillar, win with super brands. One of our key focus area here is expanding our top 10 brands into new categories, sales channels and core markets. A great example of this is Tupla. As we mentioned during the investors day, we launched Tupla in a new category last fall in ice cream tubs. This was done through a licensing partnership, meaning we're not producing the ice cream ourselves. I'm happy to say the launch has been a big success and Tupla quickly took a leading position in the ice cream tubs category. Building on that momentum, we introduced Tupla ice cream cones in Q2, also through licensing. And I'm really proud to share that the early sales data shows Tupla cones are on track to become one of the best selling ice cream cones in Finland 2025. The success with taking Tupla, a chocolate brand in Countline, into ice cream is really confirmation of the strength of our super brands and how they can expand into new areas. So now let's move on to our second strategic pillar, grow beyond core markets. I'm very pleased to share that we signed a new global supplier agreement with IKEA. The last year we have had a local partnership with IKEA in Sweden, but this new global agreement allows us to expand our reach and it aligns also, of course, very nicely with our second strategic pillar, grow beyond core markets. We see great potential in this partnership, especially as we have common values like our Swedish heritage and a passion for spreading joy through our products. Another exciting opportunity is the United States, which is the largest candy market in the world, valued at around 38 billion US dollar. In 2024, the US represented just 3% of Clueta's total turnover. So there is a nice potential for us to grow. We also see that the interest in Swedish candy continues among American consumers, which gives us a unique opportunity to leverage our heritage, brand and concept strength. We recently launched two Candy King concept pilots just outside Philadelphia. These pilots are helping us better to understand long-term consumer preference in the U.S. market. It's still early days, but the initial response has been promising and we continue to see strong potential to grow both pick and mix as well as packed in North America. Linked to our strategic priorities and vision, we have updated our long-term financial targets. With the great plans we have, we are stepping up our long-term organic growth target and moving from 1 to 2 percent to 3 to 4 percent. Our long-term adjusted EBIT target will remain at 14%, but our plans show that we should minimally reach 12% by 2027. Historically, our net debt target has been around 2.5. Considering our consistent achievement of this target in recent years, we are setting our new net debt target below 1.5. However, should a compelling M&A opportunity arise, we will adjust this ratio accordingly. Last but not least, our dividend policy has moved from payout within the range of 40 to 60% to minimally 50% of the profit after taxes. And now a short quarterly update. As previously mentioned, we have a quarter with strong sales growth and improved profitability, and that was on top of the Easter sales. I like to highlight some key takeaways. Our broad portfolio continues to be a strategic strength, as we see. There are changes in consumer behaviors. For example, pick and mix is growing faster than our packed business because there is a trend that consumer wants to make their individual choices. We expect continued profitable sales growth and that we're getting closer to our new long-term target of three to four percent organic sales growth with the second half of the year. To drive margin in creative initiatives while investing our super brand continue to be high on our agenda and during Q2 our adjusted profitability landed on 11.5%. The project to change our operating structure is moving forward as planned. During the quarter, we completed our union negotiation, informed all the affected employees and announced a new organization and leadership. The transition, including system update, is ongoing and will be finalized this autumn. And now it's finally time for the financials. And I hand over to Frans, who is eager to walk you through both our second quarter and first half years financials.

Thank you, Katarina. So in quarter one, we shared that later Easter would generate strong growth in Q2 and thereby also clear organic growth in the first full half of the year. And that is also what we have delivered. For the quarter, organic sales growth reached a very strong 6.5%, which brought the half year to a full 2.6% organic growth, which is obviously above our old target of 1% to 2% growth per annum and closer to our new long-term target to grow 3% to 4% per annum. Now, in the last quarter, I also spoke a bit about, well, it's not an exact science, but about the effect of the Easter phasing and that it was between 40 to 50 million Swedish kronor. So that then means, of course, that even if you shave those 40 to 50 million off from the Q2 results, we would have grown about 4% organically. It's a very strong delivery. And as you saw and heard, we have reaffirmed our statement that we expect to grow closer to our new higher long-term target of 3% to 4% also in the second half of this year. Now, beyond the organic growth, we had some Forex headwinds. And the growth year over year was also affected by the divestment of the Nutisol brand in early June last year, which you note there as the structural change. Still, despite that divestment, we nonetheless delivered our eighth consecutive quarter with sales about 2 billion Swedish kronors. So we're, of course, also pleased with that. Moving then on to sales by segment. and the branded package segment on the top. So sales are up 1%, and that is despite the continued optimization of the product portfolio, including, as previously mentioned, discontinuing certain contract manufacturing, and also confirmed as part of our strategy to drive profitable growth that we shared in the investor day end of March. But then, of course, also a little bit aided by Easter phasing effect here, but not as much as for pick and mix. But then for the pick and mix, here we grew a huge 21.3% in the quarter. And there you do see the Easter effect come through after good single digit sales growth in Q1. And as you may have noted on the earlier slide for year to date, that brings our first half year pick and mix sales above double digit to 12.7%. Now, if you look at the lower sales growth in Q2 back in 2024, then that was because That year, Easter shifted into Q1, which we have now shifted back into Q2. So if you wonder about next year, then note that Easter will be in the beginning of April in 2026, which means that most of our sales will shift back again to quarter one, something maybe worth keeping in mind. Now, the last quarter, we didn't only promise clear sales growth in the first half. but clear profitable sales growth. Now, the profit was already very strong in Q1. So let's look at the profit for quarter two. And as mentioned by Katarina, we are very pleased with 11.5% operating profit adjusted for the quarter versus last year. The margin is up 600 bps. And while not the same exceptional improvement we delivered in Q1 this year, do recall the softer Q1 comparator I commented on at the time. So instead, one should think that 11.5% now in Q2 is actually higher margin than we delivered in Q1. And that continued strengthening brings our first half year margin up to 11.3%. 11.3% is also well above last year's full year average of 10.6%. And that comes on back of the continued work in ensuring fair pricing for our products, but also continued work to optimize our portfolio, which is also part of our net revenue management efforts, as is working on promotional optimization. Now, importantly, the step up in profitability is not due to any reduction in the investments in our brands. On the contrary, in quarter two, we continued to invest above last year, and that has enabled the comeback and the continued pricing. Now, let's look at the profit by the two segments separately. So over and under here, you see that the step up in absolute adjusted profit is driven by the pick and mix segment on the lower half of the page with a quarterly margin, again, of 9%, showing why we, during the investor day, raised the margin target for pick and mix from the prior 5% to 7% to our new 7% to 9%. Actually, margin is 9.1%, so it's even above the long-term target for this quarter. Now, last year, margins were around 7% with a deviation of about a percent between the high and low quarters. And the year before that, margins were actually only about 1%. And with the quarters deviating up to 2% from the average, depending on the quarter. So clearly, margins have both improved and they have also stabilized. Now, for the branded package segment on top, we improved the adjusted operating profit to 12.6%, up from 12.3% in Q2 last year. And that is despite the COCO and input cost inflation, and despite the necessary pricing having affected volumes. Year-to-date, the profit is also up in the segment, and that is net of the investment in marketing. However, as said before, the branded package segment profit is not back to where it was, and we will continue this work as outlined in the Investor Day, including through the focus on our super brands in our core markets and the step up in the effectiveness of our marketing and innovation. Looking then at sales, general and administrative costs, and here actually to make sense of these numbers, it's really best to separate the recurring cost from the items affecting comparability. So starting with the recurring cost, excluding currency effects, costs are up 10 million in the quarter, which is driven by higher marketing spend, which again has enabled the growth and the higher profit and recovered profitability. while annual salary inflation is offset here by other various cost savings and cost avoidances. Now, on the items affecting comparability, which you see at the 53 million in lower cost, it's good to understand that that number is the net of the one-time impairment that we had last year on account of the sale of the Nuttisal brand. and provisions we've taken in this quarter related to the change to the organizational structure to better fit our strategy, basically severances. So as the provisions we've taken this quarter is smaller than the impairment last year, that comes out as a favorable variance here when we compare year over year. The project to change the structure has progressed according to plan. And as a result, I can confirm that we are also on track to deliver the recurring annual savings of 60 to 70 million previously shared with a gradual build up in the year to go and to be fully realized in quarter one 2026. I can also confirm that we're staying within the budget at one time cost of 60 to 70 million to be able to do so. Coming down to our cash flow, the first half of this year follows the normal seasonal pattern where we do tend to tie up cash in working capital in the first half and then generate our cash in the second half of the year. You have that effect also now in Q2 with the free cash flow of minus 8 million in the quarter, and that's even a bit steeper than last year. And the variance here is driven. That's driving the working capital increasing more this year than last year is mostly a phase in between Q1 and Q2, including less payables as we left the quarter. Now, I can say it is a phasing as year to date. We're doing 64 million kroners better in free cash flow than we did last year. And that's a significant 50 percent better. And if I take another step back and look at 191 million in free cash flow year to date, that is actually the best we've had for many years for the first half of the year. So we're happy with this. Then for the capex in the quarter, 29 million Swedish kronors. It's again on the lower side of our normal, and it's due to several contributing factors. But this is in line with what I also presented during the investor day, where we've held back on some activity, but where this figure will rise in the future to secure the growth and the profit. Now, finally, on the right side of the free cash flow, last year we had then the proceeds from the divestment of the Nutisol brand. But of course, there's nothing equivalent this year. Which brings me to my final slide, and that we closed the quarter with a net debt EBITDA of 1.4. And again, below our new target to be below 1.5. But importantly, that is despite paying the increased annual dividend of 1.10 kroner this quarter. And 1.4 is also the lowest we've ever been in the dividend paying quarter. And you can see the trend in the graph to the bottom left, which is the green line, which are leverage trending downwards consistently. And it would if I stretch this graph out for another five years going backwards, trending consistently downwards, except for a little bump each quarter to when we pay the dividend. Now, the leverage benefit from both the higher rolling 12-month EBITDA, but also from our lower net debt this year, which is also at an all-time low for a quarter two of 1.7 billion kroners. Finally, as we close the quarter, we had plenty of access to additional unused credit facilities, commercial papers, and cash on hand, totaling about 2.4 billion kroners. And I can also share that we are progressing well with our banks for the refinancing, where in April, we exited the facilities intended for the now canceled Greenfield. And we're now working on the facilities mature in middle of next year. And I feel very good about the response we've had. And I look forward to sharing the outcome of the refinancing during the autumn. So yet again, I conclude that our financial position continues to be very strong. And with that, back to you, Katarina or Laura.