Meko AB (publ)

Thank you for joining us. Our CFO Kristi Åhrensson is sitting beside me and we will now present MEKO's results for the fourth quarter and full year 2025. The fourth quarter marked the end of a year that can be described as an important investment year for MEKO. In parallel, we concluded major warehouse upgrades in four markets, according to plan for improving operations within the program Building a Stronger MEKO. We also launched several key initiatives to attract new customer segments and drive growth. In addition to this, we started the launch of our new ERP system in Poland and accelerated our cost savings efforts. In total, we reduced the number of full-time employees by 500 during the year. We did this in a somewhat weaker vehicle market compared to 2024, with more car owners postponing service and maintenance due to uncertainty about the future. For Meko, this resulted in lower sales in the first half of the year, which we partly offset in the third quarter. The market situation remained unchanged in the fourth quarter with zero growth reported in line with the same period in 2024. Overall, our results were negatively impacted with an adjusted EBIT margin of 2.2% for the period. The lower result have increased our leverage and we are now fully focused on improving profitability and reducing our leverage. Compared with the very intensive 2025, we see better conditions in 2026 to do this. Let's move to slide three for a closer look at some of our important initiatives in 2025. As mentioned, we completed upgrades and construction of four central warehouses all at the same time. We automated the warehouse in Finland and built new automated ones in Norway and Denmark, where we now have moved in. In addition, we relocated to a central warehouse in Warsaw that is nearly twice the size of the previous one. This required a lot of focus. The benefit is that we now have stronger logistics platforms that support future growth. During the quarter, the business area Sörens och Valchen began relocating from its warehouse to our new facility outside Oslo, which caused some disruption that Krister will elaborate on. We will continue to fine-tune processes and technology in all our warehouses, as always the case in projects like these, but the major work is behind us. Most importantly, we still have a significant efficiency gains to realize. So let's look closer at some of the most important growth initiatives that we launched in 2025 and move to slide four. One important initiative is our increased focus on exclusive brands. We're seeing higher demand for affordable alternatives and therefore launched the every part matters in seven new markets to reach new customer groups. 2000 products has been developed during the second half of the year into 2026, including the break disc shown here. In addition, we decided to expand our e-commerce offering to meet the growing online consumer demand. Our webshop Maxtor has now been launched in Finland and will soon enter Denmark, ensuring strong coverage across the Nordics. So let's move to slide five and two other key initiatives. At the beginning of 2025, we entered into a partnership with Goodyear. The goal was to increase our tire sales, which we did. Revenue in this category increased by 12% during the year. We also strengthen our focus on commercial vehicles where we see a strong customer interest. Our Mekos ambition is to be at the forefront on delivering convenient digital customer experience for car owners. We're therefore pleased to see that bookings through our leading digital booking platforms increased by 19% in 2025. Higher volumes strengthens our relationship with the end customers and create significant value for our affiliated workshops. We also see strong sustainability performance as a competitive advantage over time. So let's look at the progress we have made in this area on the next slide. During the year, our climate targets were approved by the science-based target initiative. This means that we are now one of 10,000 companies worldwide to receive this approval. It's a milestone achieved largely thanks to the leadership of our head of sustainability, Louise Wollner. We also reach our gender equality target for the year with 17% female managers. Our goal is to reach 20% by 2030. We do operate in a heavily male-dominated industry, which we are working to change through long-term initiatives, including mentorship programs for women. And we are not done with this work and will increase our efforts going forward. Finally, we also reached our target for using green electricity in our own facilities and we now have a coverage of 98%. These are just a few of the initiatives we carried out during the year to strengthen the company and there are many more. Finally, Emeko has now a new group management team in place. The new team, including our business area managers, has a stronger connection to operations, and this enables an even faster execution. I'm also pleased to welcome our new managing director for Sweden, Erik Angervall, who started his position on February 1st. With that said, I hand over to Kristin.

Thanks Per. So looking at financials for Q4 on page 7, the takeaway is in many ways similar to that for the year as a whole. This has been a year with flat top line, pressure on gross margins and significant investments for the future. Q4 is normally the weaker quarter, as also seen in 2023 and 2024. Taking this seasonality into account, Q4 reflects a continuation of the stabilization that we saw in Q3. Net sales are down 3% versus Q4 last year, and this is fully due to FX translation and a stronger Swedish corona. Organic growth, which is FX adjusted, remained around 0%. Cash flow was stable compared to Q4 last year with some help from working capital. Profitability, however, measured as adjusted EBIT margin is down compared to a year earlier. One factor in this is pressure on gross margins. pushing in the other direction we have as communicated launched initiatives to improve cost efficiency for this quarter those initiatives did not provide a full offset but we are seeing good traction and perhaps the best illustration here of is the size of our workforce on page 8. In fact, we leave 2025 with circa 500 FTE less than we had coming into the year. And on top of this 8% reduction, we have further reductions, circa 70, which are decided, negotiated and communicated, and which will come about in Q1. And here I wish to highlight three contributing work streams. So firstly, the cost program that we launched mid 2025 is progressing well. The required decisions are taken. Much was completed late in Q4. The smaller part is still in implementation phase. Secondly, integration of Elite, the acquired business in Poland, is nearing its end. This includes merging both central functions and reducing overlaps in the network by taking out what soon will be 18 branches. Thirdly, automated warehouses do require less staff, and realizing the upside here is not yet complete. But in terms of execution, we took the last big step here around year end, where we merged the warehouse operation of Sørensen & Bakken into the new joint facility in Norway. So to sum up, good traction and very tangible effects not quite done yet. Completing these actions and doing so to the full extent is of course key to protecting profitability in a market where gross margins are under pressure. And staying on that note, let's move to page 9. Comparing gross margins with Q4 2024 the development is similar to what we've seen earlier in the year. We have commented on the country mix before pointing out that growing in Poland is in itself a good thing. It may be dilutive to group margins but it is supportive to the purchasing power of the group. The larger factor here is, however, the price component. And in several of our markets, including Denmark, Poland and Finland, we have seen tougher competition. This comes in the form of new entrants and intense competition for volume amongst existing ones. So with those comments on margins, the step to adjusted EBIT on page 10 is not long. Because with sales being more or less flat, the trend in adjusted EBIT is a net result of cost and gross margin development. And here the effect from price is more or less instant, but several of our improvement products, they have longer lead times contributing to the year over year development seen here. and looking at the warehouse project specifically the full year has been a transition and this impacted many parts of the business also below the EBIT line as illustrated on page 11. As discussed in earlier calls we took new leased assets into use early in the year including the new warehouses and automation in Denmark and Norway And those are long contracts corresponding to large lease liabilities as shown in the graph. Under IFRS 16, they are also reported as interest costs or represent interest costs. In the table here, we've singled out that part, highlighting that what I would call regular financing cost has remained flat. And even more important, this warehouse transition has now come full circle. We have vacated eight out of eight legacy buildings. Going forward, one should hence expect a gradual, uneventful amortization of these lease liabilities. Moving to page 12, one can note that net debt, which excludes IFRS 16 liabilities, has stayed relatively flat and the increase in leverage is instead driven by reduced EBITDA, which in turn is heavily affected by one of costs incurred in 2025. Now, regardless of reasons, operating with a leverage of 4 is not in line with our financial target and getting back to the 2 to 3 range is a priority. This will take some time and in that context it should be noted that Q1 normally comes with a weak working capital development. due to seasonal trends. It is also against this backdrop that the board intends to recommend to the 2025 AGM that no dividends are paid for 2025. Before we sum up, I will give a few brief comments by business area, starting with Denmark. So in Denmark, we saw a slight organic growth in Q4, with new regulation on winter tires being supportive. Efforts to ramp up the new facility remained intense, which also came with a fair share of temporary cost, as seen here in the difference between EBIT and adjusted EBIT. Also in Finland, on page 14, sales benefited by healthy demand for tires. However, that product mix in combination with the competitive pressure affected margins and profitability negatively. Turning to page 15, Poland and the Baltics, we saw relatively healthy organic growth of 5%. And this growth has been achieved while also doing many things on the cost side. This went some way, but not all the way, to offset reduced gross margins. Moving to Sweden and Norway, the picture is a little bit different. Here, organic growth remained in slight negative territory, but we were able to defend margins and operationally speaking, the quarter was quite busy as we brought the warehouse of Sørensen & Barschen in under one roof in Norway. This joint setup is also reflected in cost sharing models between the two business areas and this lowered cost in business area Sweden Norway in the quarter. The flip side hereof is seen in the final business area, Sørensund and Barschen, which in effect end up with double rents in the quarter. As of February 2026, the old facility in Holmlia has been decommissioned. We are glad to note that with this we have, as I mentioned earlier, accepted eight out of eight legacy facilities. That said, it was a challenge to drive sales throughout the move, and we assessed that a majority of the business area revenue shortfall in the quarter is due to limitations in availability.

So with that, I'd like to hand back to you, Per. Thank you, Krister. A few final words from me. We have now left the project intensive 2025 behind us with better conditions to increase sales and profitability and gradually reduce leverage. Our logistics platform is now of high international standard and we're working toward long-term growth with several initiatives. With that in mind, I'm confident that we have the right core pillars in our strategy. We will always improve our operations, build stronger workshops and offer the most car owner friendly services and grow sustainably. However, we are evolving how we execute our strategy. This means, for example, that we have accelerating e-commerce offering to consumers while continuing to invest in our branch network. It means launching our own brands to grow and attract new customers alongside established third-party brands. We will move forward with the same goal as before to be the most complete partner for those who drive, repair and maintain vehicles even as the playing field changes. So that will be all for me. Thank you all for listening and now we are open for questions.