Meko AB (publ)

Thank you, and thank you for joining us. Our CFO, Kristi Johansson, is sitting beside me, and we will now present the results for the first quarter of 2026. The first quarter shows that our measures to improve our financial position are having an effect. Adjusted operating margin exceeded the level in the fourth quarter and for the full year 2025. We continue the efficiency measures linked to our major investments in our automated central warehouses and in general costs as a share of sales decline compared with the same period in both 2024 and 2025. It's also encouraging to see that our cash flow strengthens supported by reduced working capital and a lower level of investments. This contributed to a reduction in leverage which is a prioritized area for us. We achieved this despite the market conditions being unchanged in Q1 compared to Q4 last year. Car owners continue to postpone repairs that were not essential. This led to continuous strong competition between wholesalers and workshops with price pressure in the market. And even though our measures to strengthen probability are having effect, our profitability remains below target. We are therefore implementing additional cost reductions. An important part of this is targeted cost saving program in Poland, where the workforce is being reduced by up to 10% during the second and third quarter. This process has already begun. We are doing this while also focusing on increasing our organic growth. So let's move to slide three. And Mekko today holds a leading position in Northern Europe. This is a strong platform as we aim to increase growth and gain market shares. On the one hand, we're focusing on strengthening the core business with state of the art logistics and a higher level of service as the foundation. On the other hand, we're aiming to increase sales in growth areas such as e-commerce and exclusive brands. For example, our new brand, Every Part Matters, is now on the market to meet the growing demand for spare parts for older cars with a higher mileage. Another example is our Focus on Tyres, which has performed strongly. Sales increased by 10% in the quarter. Ultimately our all aim is to strengthen our ties with workshops and make it more convenient for car owners. During the quarter we took another step in that direction and so let's move to slide four. As one of the first companies in our industry, we are launching AI service that enables faster and more accurate car diagnostics. This unique tool means that workshops can spend less time diagnosing vehicles and more time serving car owners. This benefits everyone. It improves the workshop's profitability and it means shorter waiting times for the customer. This AI solution is also multilingual and is now being rolled out gradually across our markets. An easy and smooth customer experience is absolutely key for us, and we are firmly committed to continue to be a leading force in the digitalization of our industry. Before I hand over to Krister, I want to highlight some leadership changes which we have announced. So let's look at slide five. As communicated in April, Geirhoff will assume responsibility for the entire business in Norway as of first of July. He is today managing director of MEKO's Norwegian operations in the Sweden-Norway business area. This change takes place as Morten Birkeland, responsible for the other Norwegian business area, serves the Belgian, retires. I'm also pleased to announce Mikael Björnsko as the new managing director of MEKO Denmark. He will take over from Andrew Long, who has been the acting managing director for the past six months. Mikael is currently a managing director of Kampans operations in Norway and Denmark, a global company specialized in outdoor playground and fitness equipment. He has an extensive experience in retail and logistics with senior positions in companies including Norbia, Krik, Elgiganten and IKEA. Mikael will be a part of Mikael's management team. That said, I hand over to Christer.

Thanks. So as Per described, we are now seeing benefits from the investment and cost taken in 2025. And this has helped to offset parts of the market-related headwinds, which Per mentioned. Now, starting from the top with net sales, we achieved a slight organic growth of 1%, which is somewhat overshadowed by FX translation to a stronger Swedish SEAC. This is below our target of 5% organic growth, but it is a gradual improvement compared to the minus 1% we generated in 2025 as a whole and the 0% we generated in Q4 of last year. Also on gross margin, we are moving up from Q4, but compared to Q1 last year, it is down by circa 1%. And this is the key reason for why adjusted EBIT is down from 230 million ZEC last year to 200 million in this quarter. Now, that said, unlike 2025, the results are no longer burdened by double rents or other investment-related one-offs, and hence reported EBIT is up from 161 to 173 million SEK. Taking also finance and cost and taxes into account, we see EPS increasing by 17% to one SEAC per share in the quarter. And this is, of course, not a level that we are content with, but it does exceed the 0.64 SEAC per share, which we achieved in 2025 as a whole. Equally important, We delivered strong cash flow from operating activities amounting to 441 million SEK. I've said earlier that Q1 is typically not the stronger quarter. So this probably calls for some additional comments on cash flow on the next page. So to start with, we have been able to bring inventory down. And this improvement comes from many incremental actions around assortment and purchasing across our business areas. Another factor that has also helped working capital in the quarter is collection of annual supplier bonuses. And just to be clear, these are bonuses relating to 2025, which have also been accrued for in 2025. But by going about the collection in a more focused way, we have been able to accelerate a larger share of these settlements into Q1 compared to earlier years. Finally, looking at the non-operational side of cash flow, the lower pace in CapEx is visible, as we've said it would be. And in addition, we have in the quarter also divested two smaller real estate assets in Finland. So as a result of all these factors, cash flow was strong and it was strong enough to reduce net debt in a noticeable way. Moving to page 8, you can see that as per end of Q1, net debt amounted to 2.5 billion SEK down from 3 billion SEK a year earlier and down from 2.8 at year end. So with rolling 12-month EBTA moving, broadly speaking, sideways, this reduction in net debt drove a reduction in leverage from 4.0 to 3.6. So it's a step in the right direction, but we remained focused on the task at hand, which is to bring this back to the 2 to 3 target range. Now, liquidity also matters, especially in these uncertain times. And here we note that cash and unutilized credit facilities now exceed 2.3 billion SEK, up from 2 billion at year end. And here, I also wish to mention that during COVID, the first quarter. Our credit facility which is supported by the three commercial banks has also been extended so that its maturity date is now over in 2029. Moving to page nine and gross margins, the year over year movement is in a sense familiar, given what we have described throughout 2025. So to reiterate, the longer trend has been characterized by price competition. with some offset from the weaker euro, which is a large purchasing currency for us. On product mix, Pat mentioned that we've seen good momentum in tires, which is a product area with lower margin but higher growth. If you instead look at the shorter term trend, gross margin is in fact improving from Q4 2025, where it amounted to 40.9%. And we are taking actions to stay on this healthier trajectory. Moving on to cost on page 10, there is no denying that efficiency is paramount to thrive in this industry. And you've heard us go on and on about the 100 million cost savings program and the benefits of warehouse automation. That's all well and as illustrated in the graph, this has come with tangible benefits. It has, however, not been sufficient to turn things around in Poland, where we are running with a loss. And it is for this reason that we have now, during the quarter, initiated additional targeted actions with the aim to reduce our workforce in Poland by circa 10%, counting from the start of the year. And this is one of several actions which together aim to turn Poland around before the end of the year. So if we start our comments by business area with Poland Baltics on the next page, it's clear that we've been moving sideways for some time. And here the Baltic business is in fact doing well, meaning that our profitability challenge sits fully in Poland. And here I'd like to reiterate that Poland is an attractive market. It's large. It's growing. The industry peer group as a whole is generating decent returns of, say, 4-5% EBIT margin. So there's no reason why we could not get there, but it does require further actions. And this is not only about staffing. We are also revisiting some of our sourcing decisions to better meet local demand. Moving to Denmark on page 12, the situation is certainly different. Here, sales were flat in local currency and profitability improved to a respectable EBIT margin of 7.5%. So with a stronger distribution capacity at the core, we've also been able to merge a few branches, which in turn has helped us to optimize inventory, which I mentioned earlier. All in all, I would say a very strong effort by our interim manager, Andrew, and the whole team around him in Denmark. Moving to Finland on page 13. The contrast on profitability is stark. It is, however, encouraging to see how both cost savings and growth are now helping in our quest to correct the poor performance trends. Organic growth, in fact, reached 13%, with good help from sales of tires. So while attractive returns are still some way out, the first step is, of course, to break even. And I would say now we're getting there step by step. Moving to page 14, performance in business area Sweden and Norway is showing clear effects from our focus on cost and profitable customer segments. An EBIT margin of close to 9% is strong, especially in geographies like Sweden and Norway, where consumer confidence lately has been mixed. And with such healthy return levels, the priority is growth. And I know that's what's... taking a lot of Geir and Erik and the team's time. Finally then, on page 15, it's been a challenging quarter with lingering effects from the warehouse merger. The top line is mostly supply driven, stemming from gaps in our availability. So as you can imagine, a lot of attention has been directed towards solving the underlying issues here. We expect to get there during the second quarter. One can also note here that in the year-over-year comparison, Sörensson-Bakken is burdened by higher internal cost allocations to the tune of circa 10 million SEK. So with those comments on Sörensson & Barschen, this brings a somewhat divergent set of business area comments to an end. And I would like to hand back to Per for closing remarks, followed by Q&A.

Thank you, Krister. Yeah, a few final words from me. I mean, the first quarter shows that measures to improve our financial position are having effect. Adjusted operating margin exceeded the level in the fourth quarter for the full year 2025. We continued the efficiency measures linked to our major investments in our automated central warehouses. And in general, costs as a share of sales declined compared with the same period in both 24 and 25. We also strengthened our cash flow, contributing to reduction of leverage. But as profitability remains below target, we are implementing additional cost reductions with a particular focus on Poland. And we're doing this while we're also working on increasing our organic growth with several initiatives. This is done as we maintain full focus on reducing our leverage. So that will be all for me. Thank you all for listening. And now we are open for questions.