Instalco AB (publ)

Welcome everyone to this presentation of Instalco's report for the third quarter 2024. My name is Robin Boman, I'm the CEO of Instalco and with me today I have our CFO Christina Kasper. Let's kick off it as usual and look into a summary of the company today. Instalco is one of the leading installation groups in the market Sweden, Norway and Finland. As you all know we operate in a very decentralized model but with strict control mechanisms in place. In total we are about 6200 employees working every day to help facilitate the green transformation. Demand and services that we offer is supported by several strong underlying market drivers. Some key financials for the last 12 months. We have a net sale of almost 14 billion SEK, an order backlog of roughly 8.5 billion and EBITDA of 993 million, meaning an EBITDA margin of 7.1%. We have a strong cash flow from operations of 907 million and we consist of 161 companies in the group. Going into the quarter, some highlights from the quarter. First of all, in our numbers you are seeing the result of how the market gradually worsened during 2023. The projects we are now delivering on were for the most part taken during the later part of last year or beginning of this one. Although we are unable to impact the market situation, we are working proactively with profitability and mitigating efforts, such as for example tailored support for some specific subsidiaries. One of the key values within Instalco is collaboration. We have during the quarter seen some exciting orders where several subsidiaries work together. This confirms that the multidisciplinary comprehensive solutions we offer is a winning concept. And finally, we are seeing good progress in our startup concepts. Our technical consultants at Intech further improves their performance compared to last year. And our newly founded automation brand Inmatik delivers good progress where new hires, good discussions only a few months in. They have already started taking on a few new projects and also including some projects together with Instalco companies. But now I would like to hand over to Kristina to take us to our financial development more in detail.

Thank you Robin. I will start with a slide where we can see the development in net sales with comparison of Q3 present and prior year, as well as the development of the order backlog. On net sales, acquired growth represented 1.5%, with the biggest percentage increase within the rest of Nordics. Organically, the top line for the group was down 5%, a reflection of our prudent order taking, given the price situation of the market. In total, net sales declined by 5% and amounted to slightly above 3.1 billion. During the quarter, the backlog decreased by 7.3% and in the end amounted to 8.5 billion. We have maintained our cautious approach to order taking, prioritizing the right projects for the right customers. There is noticeable price pressure on the market and we want to avoid getting locked into long-term less profitable projects because of the pricing situation that we are currently facing. We want to have available capacity for when market conditions improve so that we can ensure sustainable profitable growth. During the quarter we have press released a few somewhat larger orders. There are still some good projects out there and a lot of them are also taken via partnering with a set profitability and lower risk. The service area remains an important stabilizing factor for the group. Instalco's decentralized business model and strategy of proximity to our customers has enabled us to adapt to local market changes. For the quarter, service, which is not included in the order backlog, grew 17% when comparing the 1.1 billion this Q3 with 920 million last year. This means it made up 34% of sales in the quarter. This slide shows the quarterly trend of EBITDA in both millions and margin. As usual in Q3, we see significant seasonality effects as the quarter is impacted by the summer vacation period and lower level of activity. This time our EBITDA amounted to 188 million, corresponding to a margin of 6%. This is lower in both margin and absolute numbers compared to the same period last year due to a number of factors. The projects we deliver on today were taken in a weaker market than the comparison period. We have talked a lot about our careful project selection given the circumstances, but we are not completely immune. In addition to the general market weakness, we have had a number of project completions that did not go our way entirely, with a few write downs, for example in mid and southern Sweden. The entire industry and our customers are going through challenging times, and change orders are few and far between at the moment. Although we are unable to impact the market situation, we are working proactively with our profitability and mitigation efforts. We are keeping the focus on fostering our unique culture and promoting profitability within the group. We also provide tailored coaching and support to selected subsidiaries to help them achieve long-term success. Now over to a slide that summarizes segment Sweden in Q3. Geographical differences in demand and pricing remain. The market is still strongest in the northern parts of the country and somewhat weaker in major metropolitan regions and southern Sweden with significant price pressure. But for our technical consulting services, demand is improving. This is a good indication since they are early in the same cycle as our installation offering. They delivered a strong improvement compared to Q3 last year and have a high planned utilization also going forward. Overall, in Sweden, net sales were down to 2.7 billion, while organic growth was down by 3%, which is a lesser decline than in previous quarters. Acquisitions contributed with a growth of 1%. EBITDA amounted to 119 million, corresponding to a margin of 5.5%. The decrease is primarily a result of the weaker market, which has a negative impact on sales and margins, as well as some less favorable project completions. The order backlog decreased by 3.8%, which is a reflection of our cautious approach to order taking in the current market environment. And a summary for the rest of the Nordic segment. The development of the market in Finland has been stable at a low level in recent quarters. Following the interest rate trajectory, there are signs that the construction industry is slowly starting the recovery phase, which should be seen during the first half of 2025. The market in Norway remains at a relatively high level, especially around the major metropolitan regions, with some caution being exhibited when it comes to decisions about project starts, without much change from previous quarters, though we can notice more positive signs for the future. segment rest of nordic is much smaller than segment sweden so even small exchanges have a bigger impact causing more noticeable fluctuations from quarter to quarter this was visible in q3 where net sales were down to 978 million where organic growth was down by nine percent and acquired growth contributed at a positive 2.6%. EBITDA was flat despite the lower top line and came in at 68 million which corresponds to an improved margin of 6.9%. Then on to the cash generation in the quarter. In Q3, cash flow from operations amounted to 119 million, same number as last year, despite the lower earnings. Change in net working capital was also in line with the same period last year. Adjustment for non-cash items was however higher, primarily due to the higher leasing depreciation. This affected earnings but does not impact cash flow. As a result of our lower acquisition pace over the last few quarters, we have a lower outflow from those activities. In August, however, we did make one interesting smaller acquisition in Finland of company IT Line Service Oy, which primarily service customers in the mechanical industry. This is in line with our strategy of growing the industrial segment and expanding on the Finnish market. Cash flow from financing activities amounted to 84 million, of which the net change in loans amounted to 263 million. The acquisition of non-controlling interest to 92 million and demortization of lease liabilities to 87 million. In operational performance, it is reassuring to see that despite the challenging market, we are reporting stable cash conversion at 87%. Then look at our performance in relation to our financial targets. For the duration of the 10 years HINSTALCO has existed, we have constantly performed well beyond our growth target, which is set over a business cycle. This quarter, the growth is not at 10%, and this is no surprise given the market climate and our cautious acquisition pace during the last year. But we are well positioned to capture opportunities for profitable growth when the market turns. Our EBITDA margin came in at 6% or 7.1% for the last 12 months. The decrease is primarily attributable to the current market situation. We are not satisfied and are increasing our mitigation efforts. Cash conversion remained stable at 87% due to the high focus on working capital. After the third quarter, our leverage came in somewhat above our target at 2.7 times EBITDA. This is primarily attributable to the lower growth in earnings. During the last year, we have slowed down the acquisition tempo, which was the case during the third quarter as well. This both due to even more selective approach to M&A as well as fewer attractive targets for sale as well as the current leverage. All in all, we continue to navigate a challenging market in the third quarter. We want to have available capacity for when market conditions improve so that we can ensure sustainable profitable growth. While many leading indicators are showing positive trends it is still too early to say precisely when the market will shift. By that over to you Robin.

Thank you Kristina. Now going into the project highlight of the quarter. The Instalco model, as I said before, encourages collaboration with customers and among our subsidiaries. Through our close ties and broad solutions, we offer a wide variety of services. We're able to generate successful projects for our customers. One example of that is our joint assignment for all installations at the new Gothenburg Central Station, where eight Instalco companies are collaborating to deliver design, installation of electrical heating and plumbing, ventilation, sprinkler and automation solutions. One of the deciding factor for winning this assignment was being able to offer an overall solution to the end customer. that we also have a long and successful relationship with. Our package of installations is very much aligned with their needs of lowering energy consumption and focus on sustainability. The order also confirms what I said before with the multidisciplinary solutions that we offer that is a winning concept. This quarter the theme will be a small deep dive into the units that together make up the whole of Instalco. I hope to give some flavor to the subsidiaries and the people that are being behind the large company of Instalco that we have built over the last 10 years. This slide you've already probably very familiar with by now, the inverted triangle. It has been with us since the start 10 years ago. The local units are the heroes of Instalco. Synergies and best practice are achieved when subsidiaries collaborate with each other. The whole organization is supported by a small central function. When acquiring or starting new subsidiaries we focus largely on the large and medium-sized cities in Sweden, Norway and Finland where market is stable. The typical installation company has a small office usually and so to say in the outskirts or in the industrial estates on the outskirts of the community where a few administrators and project managers are based the installers are out on projects and services almost all the time and occasionally might come by the office The uptake area of work is usually within one to two hours away from the office. As I've stated many times before, installation is a hyper local business in that sense. We always have the ambition to be multidisciplinary in each location to maximize synergies and to be able to offer a good solution for the end customer as the examples I just read with Central Station for instance. Within the 160 companies within the group, it is hard to say exactly what is the average, but we have given it a shot here. Most Instalco companies only offer services within one discipline as a standard. They have a turnover of approximately 75 million SEK with roughly around 30% revenue coming from service. Throughout the course this obviously varies between companies. The average product size would be maybe 3 to 10 million, not including service orders obviously. And the company is made up by roughly 30 to 40 employees. And as you can see here on the right hand side, so an example here of a company of 30 employees would mean a CEO, one to two finance slash administrators, three to six project managers and 20 to 25 installers. That will be a typical company. Here is two examples of companies within the group. that could be relative cases to show this. For instance, on the left hand side you have APC, El Installatör i Linköping, joined Instalko in 2018. APC has been active since 1993 and has 31 employees. Apart from its offering electrical installation, service and maintenance, the company also provides project planning in power and lighting, telecommunication and data networks, as well as automated systems. With a normal project size of between 5 to 10 million and a turnover of around 80 million per year. On the right hand side Mojrör in Kristiansand was established in 1994 and has around 40 employees. The company joined in Stalko 2019. They specialize in turnkey contracts for heating and plumbing. It also has experience in heating and cooling systems, sprinklers and sanitation. Projects include services normally around 5 to 20 million. and have a service revenue of 30%. Over 160 of these local heroes combined what is the Instalco Group. Instalco is built by team players who strive to work together. As you can see on this slide we are organized by segments, division and business areas. Each business area usually consists of between 10 to 20 companies and the majority are grouped geographically. Within the business areas we are That's probably where most of the collaboration takes place. On a group level, we'll help organize four to six business area meetings per year. We'll have one to two conferences for CEOs of all subsidiaries within Instalco. and two formal board meetings in all subsidiaries per year. We also facilitate functional meetups, for example, financial managers get together by region twice a year. Project managers and leading installers meet with the counterparties from other Instalco companies when participating in Instalco Academy. But I think best synergies are achieved when companies contact each other directly to share knowledge and best practice. When needed, they could have weekly calls to coordinate joint proposals to customers and so forth. On the next slide, we have a great example of that. In Stalko South is the area around Malmö and Helsingborg. has historically been a strong multidisciplinary cluster for Instalco. Here we have firm presence in most of the disciplines since the beginning of Instalco's journey. The Instalco companies have worked closely together on many levels. It's very much about cooperation, learning from each other, sharing resources and joint offers to the customer. A recent example was the example I took before, I think it was last quarter, of four subsidiaries, Elpågorna, Rörläggaren, Bivent, Sprinklerbolaget, were jointly commissioned to carry out the installation of the newly constructed 160 apartments in the harbour of Malmö. But don't take my word for it. And the main benefit of being part of Instalco is the sense of community and network. On this slide, you can hear some comments from a few of our subsidiary CFO. I won't read into my quotes, but the essence I would say is that they are not alone. They're part of a network. They can take bigger projects together and they have a strong collaboration. And if you want to read more, there is more on our website or in our annual report. That sums up this quarter's theme. Getting back to Q3 and summing it up. As you all know, installation is a late cyclical business. The long term demand continues to build up and installation will be necessary to make the green transformation happen. But short terms, we are facing challenging market conditions. Although many leading indicators point upwards, it is of course still too early to say exactly when the market will turn. While the share of revenues amount to 34% service remains at a high level and is a stabilizing factor for the group in more challenging times, Instalco's decentralized business model and strategy for proximity to our customers has enabled us to adapt to the local market changes. Our profitability culture is a cornerstone for Instalco. Although the market remains challenging, we have and we know that it is precisely in these times like this we must lay the foundation for the future growth. We are keeping the focus on fostering this culture, this unique culture of profitability promotion within the group. Through our Go Great program, we have worked proactively to spread best practice and the culture of strong profitability, while offering coaching and supporting to specific subsidiaries to encourage their success. And as I said before, multidisciplinary orders like the one I just showed and also the central station where we can combine eight Instalco companies to collaborate, showcase the strength of our business model. And finally, we are continuing to building the strength in numbers. As you know, we do not only add companies to acquisitions, but also through our proven startup concepts, where we see good development during the quarter, intake continues its positive development, and Enmatic is showcasing good momentum. In short, we do not see the challenges of this market situation as permanent. We are preparing for the next growth cycle. When the turn comes, Instalco will be better positioned than ever to capitalize on the opportunities that lies ahead. And with that, I would like to open up for questions.