Hanza AB (publ)

Thank you. Good morning and thank you for joining this presentation of Hansa's first quarter 2024. My name is Erik Stenfors. I'm the CEO of Hansa and I will be happy to do this presentation together as usual with our CFO Lars Åkerblom. Now, our industry has experienced the slowdown in the economy this year, and this has reduced growth and margins. And hence, the topic today is, of course, how this slowdown has and will affect Hansa. And we have a lot of experienced people in our group, and I would say that we have a very good picture of the development, and we will be really glad to share this with you. And to do this in an orderly way, we will have an agenda consisting of three parts. First, we will present the development by words. Next, it will be presented by figures, and then we will draw some conclusions for the future. And also, there will be a Q&A session at the end. Please use that for any questions you may have, and also if you'd like us to clarify something that we have said. Okay, let's have a look at the start of this year. For us, the main event was the acquisition of Orbit One, which we finalized in the beginning of January. It was also a main event in our industry. It was probably few who predicted this, as others have been trying to buy this company for a long time without success. But it's an important and valuable acquisition for a number of reasons. First of all, this is a delivery on our strategy Hansa 2025. As you might know, we are now trying to expand our existing activities. So it means in the existing scope, existing geographies. But more than that, it's also a delivery on our business model. And I would say our general strategy, we based Hansa on increasing customer value. And this acquisition really is a booster. I've been having many meetings with customers both with orbit one and old hansa customers and it's clear that the orbit one customers appreciate being part of a new and stronger concept whereas the old hansa customers appreciate that we have strengthened the electronics part it also adds expertise to the group beyond electronics manufacturing we are able now to strengthen several key positions in hansa such as sourcing automation ERP system we have monitor and so forth and this this is the difference between buy and build we do expand the number of our factories also organically but when we do that we need to add competence if you do an acquisition if you do the right acquisition you will also get competence We also got hold of a very nice customer base and it's a sales of a billion SEC. And interestingly enough, there was no overlap. So completely new customers and also some new markets where we can apply our concept. And of course, there will be more synergies. Always when you transform a contract manufacturer into the Hansa concept, there will be new synergies. And last, but for sure not least, we have a perfect fit on the corporate cultures. This is very important. It makes the integration without any friction. And it's no coincidence. We spend a lot of time when we buy a company on HR due diligence to make sure that the culture is in line with our culture. And this is also a recommendation we have for other companies requiring that please do not only check just the legal situation and the financial situation and the tax situation. Do check on the corporate culture as well. So let's say this was the good start of the year, but then we also had the economic slowdown. And we talked about this at our capital markets day, and we also announced this in our Q4 report that there will be a slowdown. This has affected us in two ways. Well, let's say it's an imbalance times two. First, we have some sectors which are still growing, like security, defense, and energy, then we have other sectors which are then declining like mining and part of the industrial sector creating an imbalance but it's also in balance in our manufacturing clusters we have been talking about this also before that when we have a large manufacturing cluster we have a much greater resilience to economic fluctuations and i think large will come back to this when we look at the numbers And on top of this, we had a strike in Finland. Some of our customers stopped their factories and there was a challenge with this. On a positive note, however, when we talk to the customers, we hear several of them talking about that it could be an upturn in the latter half of this year. And that would, of course, mean that the volumes will bounce back and also the margins. Now, we have been in this business, actually, we started, Hans, almost 16 years ago with the Lehman crash. We know that you cannot rest on assumed economic upturns. It's a forecast. Now, on the contrary, in uncertain times, you need to act swiftly and decisively. And that's exactly what we have done with a number of activities. So first of all, we launched in the beginning of this year a combined integration and efficiency program. We had already an integration program prepared, but we also added this to efficiency. This is quite important. We need to right-size the cost base due to the downturn in demand. But you also have to add sales. And here's something really interesting. Listen to this. you want to take new shares on a smaller market if you are a traditional contract manufacturer well you cannot take market shares just on offering high quality or delivery accuracy everybody's offering this so in the end it will be a price issue when you have too much capacity and here is the advantage of hamsa we are not only offering manufacturing but also manufacturing solutions So how to streamline our customer supply chain. And if you've been following us, you know that that's the reason why we've been able to grow constantly for 15 years, that in the downturns, there comes new opportunities that we can use. And I would be even braver, I would be brave enough to say that in this year, you should expect new deals to be announced from Hansa. And with that, I will leave over to Lars. He will, of course, talk about the figures, but he will start with something which is very important, not to be forgotten, even though we discussed financials, and that is sustainability.

Thank you, Erik. And yes, sustainability work. We are continuing to work with the sustainability and in line with the CSRD that we will report in the future. So we are working with the double materiality analyze and also mapping the scope one and scope two and starting up with the scope three that is ongoing but maybe most important is that we are continuously working with our customers to find out what we can do from a sustainability view to support our customers in their work with sustainability. I'm also glad to be able to report that the work-related injuries, which always is a central issue in a company like Hansa, is going down. We have hazardous waste. actually an increase that is due in the electronic side that is due to the fact that we actually emptied the production hall in orbit one that led to a temporary higher volume of hazardous waste. We expect that to go down going forward. What we report today is an increase of sales with 18% of course driven by the acquisition of Orbit. So if we adjust for the acquisition and also for currency we actually see a decrease of 6% and that is connected with the downturn in economy on in some of the customers industries that we have that Erik spoke about. We are now on the rolling 12 of 4.3. billion SEC and compared to 4.1 for the full year in 2023. We reached approximately 5.3 percent in EBITDA margin in quarter one And that is 67 million SEK compared to 88 in 2023. In 2023, we actually also had an energy subsidy of six when you make that comparison. We have two main activities that had an impact on the P&L. We had the efficiency program. that we initiated in mainly connected with orbit one and that had the negative effect of 20 million sec and for that efficiency program we will start seeing cost reductions in q2 and q3 but in q4 we will then have the full financial impact on that efficiency program. We also revalued the estimated remaining purchase price connected with Orbit 1 and that led to had a positive one-time cost of also 20 million. So the total effect of the one-time cost is zero but again remember that we last year had six million in a type of one-time income connected with the electricity subsidy and that led to the bottom line that we had an earnings per share of 77.77 compared to almost a double last year. We see this imbalance and also the maturity and the size of the segments have an impact in Hansa in Q1. We see that the main markets, which mainly are the large clusters, are doing well. We have 7% in margin. If we look into the comparable units, we are actually on 8.2% compared to 8.8%. combine that with the decrease in volumes of 6%, it's actually quite strong and we can see that the business model that Hansa have is quite strong when we see downturn in economy. Other markets are lower. We have an operating margin of 3.3%. And if we take the comparable units, we also see that the decrease is not so high. So we reach 4.9% compared to 6.4%. So again, it's quite obvious that the developed manufacturing clusters are not as affected as the non-developed manufacturing clusters and the smaller ones. And that's the reason for us wanting to enlarge the smaller clusters. And that's what we also have done in Central Europe with the acquisition of OrbitOne. You can move to the next slide, Erik. A cash flow that we are not satisfied with. We see it as temporary and connected with an increase of working capital. And part of that is due to the ramp up of the MIG project with MLE. We have CapEx of 58 million SEC compared to depreciation of 43 million SEC. The reason for the capex to be a little bit higher than the deposition is that we are finalizing the production hole in Tartu and we have invested in machines to fill that production hole. The net debt is of course increasing with the acquisition of Orbit One, both the net debt that was in Orbit One, but also for the acquisition, the purchase price. We still have 40 million in depth that we see as the estimated remaining purchase price and as we have said before this is only to be paid if Orbit 1 is having a profitability in line or even better than it was in 2023. And this depth will of course be revalued in the coming quarters as well. And the net depth compared to the EBITDA pro forma if we add the EBITDA in orbit one is on 1.9 times. So well below our financial goal of 2.5. We have a strong financial position due to profit making business and of course also the new share issue we did in Q4 and finalized in Q1 when the main shareholder of Hansa Finanvest invested 40 million in the second part of the share issue. We have a strong Balance sheet with an equity ratio of 39% and net debt to equity ratio of 0.6. So this financial position gives us the possibility to continue to do acquisitions. but also take on new MIG projects like the MLE MIG project that we signed in the summer of last year. We can move to the next slide, Erik. And in the beginning of this quarter, the board decided to increase, update and revise the financial targets. and actually increase them regarding to sales to 6.5 billion SEK compared to 5 billion SEK and also sharpen the profit target to 8% for the full year of 2025. And remembering this financial targets that this part of the business model for Hansa is to continue to do acquisition and bring in MIG projects. And by that I leave back to you Erik to summarize and do the outlook.

Thank you, Lars. And let's see what key takeaway we have from the first quarter. First of all, we made a really valuable acquisition. We have started with an activity program quite early on, and we have a very strong financial position, as Lars pointed out. And I would say maybe a summary is that despite this sluggish market, we end this quarter with a better position for 2025 than when we entered the quarter. And that's also why the board of directors have decided to increase our financial targets for next year. So we stay fully committed to Hansa 2025. And if we look at some years ahead, what we will do now and later, first things are still to work with the strategy Hansa 2025, which is all about creating this solid platform, making it possible for the next move. We have an advantage in the organization of Hansa. It's modular, scalable, meaning that it's easy for us to add an acquisition. But it's also easy for us to do geographic expansion. And that's what we said we're going to do beyond 2025. And that's why we're working to prepare that next step. But with that, I open the floor for any questions.