Nordrest Holding AB (publ)

Hej och välkomna! Vi ska idag presentera Nordrest kvartalsrapport 1 för 2025. Jag som pratar heter Thomas Dahlstedt och är tillika grundare och vd för koncernen. Bolaget har funnits i drygt 10 år och är sedan ett år tillbaka noterade på First North Group.

Mattias and Kjell and I, the CEO of the company, have been here for three years and will also be present today.

This presentation will take about 30 minutes, including a question time at the end. As usual, it contains a short presentation about the company as such, what we work with. We leave financial information, important highlights during the quarter and some time for questions afterwards, as I said. Nordrest, I founded in 2014 and we have managed to grow well in Sweden within the framework of food service. We are a clean food company and we have customers such as Försvarsmakten, Region Gävleborg, Volvo Cars, Ericsson, a number of schools and Swedavia. We maintain a systematic entrepreneurship and deliver a nice time experience. I will tell you more about this very soon. Our business idea is to maintain a systematic entrepreneurship. When the company started, we tried to find our own existence. We both wanted the local entrepreneurship, where you have a strong local boss for every restaurant. that can actually listen to the individual guest and customer, what you want to have at this particular restaurant, so that it is not a main office product that is delivered, i.e. a small degree of centralization. We have a lot of freedom, for example, for our management managers themselves to decide how the food that is to be served menu setting, and also the local logistics, implementation, etc. At the same time, many of our customers, the Defence Force, Ericsson, Volvo Cars, as large organizations, require that we have a rule following, a systematization, GDPR policy, HR policy, IT policy, etc. It can sound quite boring, but it is a necessary pain to be able to do these businesses at all, and that is the systematization itself. So what we are trying to find is the common ground between the local entrepreneur who actually has the passion and drive to carry out such a good restaurant offer on each site with also the combination that we have a rule and a system survival with quality management system, environmental management system and so on, where then our suppliers feel safe in the delivery as such. We say that we will deliver a nice meal experience and the meal experience actually contains three parts or four in our perspective. We have a model called MSN, it is the food itself as such, but we also focus on the service. and the environment. The environment consists of two parts. The DNA is the target environment as such, but it is also a question of sustainability, i.e. the environment from an environmental perspective in the current situation. And what we usually say is that it does not matter how good food you cook, even if you do not have a service that sits or you have an unpleasant or an unpleasant dining room and so on, then you will not have a nice meal experience. On the other hand, you can increase the meal experience by actually being better at service and meal environments and sustainability by food, even if you had a bad day in the kitchen and just delivered, we say we will deliver a 4 on a 5 degree scale, but it may have been a 3.2 in terms of food, but 5 in terms of service and 5 in the environment itself, then you think it was a nice meal experience. And that's how we get the whole thing together. We have a strategy where we focus on natural guest flows. And a natural guest flow, I will go into a little more detail before we talk about the different customer groups and what they mean and what the natural guest flow actually means for us in practice. If we then look at the customer groups we have, we have six customer groups. Defense, companies, campus we usually call it, university, school, hospital and travel. Defense is simple. There is a natural customer group. It is mainly the self-employed. It is a number of thousands every year and it is also increasing now due to the changed security situation that we have in Europe. And where you serve breakfast, lunch, dinner, dinner, a number of days during this basic training every year. And that becomes a natural guest flow where we can easily predict how many guests we will have every day, both today and in the coming weeks, since the education is stuck. If we look at companies, there are almost no guarantees today that you get a certain turnover when you join Ericsson or Volvo. It is up to us as suppliers to calculate how much penetration we will have of X number of employees. And if there are 10,000 employees, then maybe you have 2,000-3,000 eating in the restaurants. It is not that everyone is at work every day, for example. It is also that some do not choose to eat at work. And in that there are key figures. We try to find a higher degree of penetration than our competitors and in that way get the business going. This business also consists of two parts. The first is the traditional business mission where you have the business with Till exempel Eriksson. Men det är också i vissa fall med en hyresvärd där vi då inte har avtalet med själva företaget. Men det bygger på samma teori att vi ser att det jobbar x antal tusen i det här området eller i den här byggnaden. Och på så sätt så når vi i stort sett samma sak som om vi hade haft avtalet med företaget. Högskolor och universitet bygger på att det finns ett x antal tusentals inskrivna på campus och här räknar vi också med nyckeltal. Det är ett naturligt gästflöde, även fast det kanske är mer distansundervisning än innan covid. then you go to the university or the university to actually sit in the library and read. You have seminars, you have lectures, and the students are people and individuals who actually like to meet. And there the campus itself is a meeting place. Here we often do not have agreements with the university in the same way as with the company, but it is a rental agreement with, for example, academic houses. School, on the other hand, is much simpler. There it is pre-ordered. X number of students every day and where we deliver the number of school days that are on a year. Often 178 school days and then there are a few days off on this. Hospitality and elderly care, it's the same thing here. It's also roughly like defense, relatively easy to predict. It's a number of care places or a number of places in the elderly housing. Äldreboende är nästan det enklaste, för har man 100 platser så är det nästan alltid 100 ätande frukost, lunch och middag. På ett sjukhus så går det ner lite granna, vissa avdelningar stänger på sommaren, på helgen och så vidare. Men det är en relativt stabil volym över tiden och också väldigt lätt att förutse. Generellt då, jag tar det sen förresten, jag tänkte kommentera avtalstiderna lite grann här. And then finally we have Reza, and there we are in Arlanda with five units today and we own dinners and restaurants. And it's the same thing here, it's a natural guest flow where we see in Arlanda that we are some kind of oligopoly since we are four operators who work in there. When you have stepped in there, we have natural sales in what we do because there are X number of million residents every year. Same thing with dinners. We might not have built up dinners ourselves, but on the places where dinners are today, there are natural links where people stop, tank and so on, where we see that we have a consumption if we run a restaurant business. All in all, we would say that this is for us the natural guest flow. Many of these businesses also have very long contracts. Some are paid and some are private. But our business, I would say on average, we usually handle between four and seven years of contracts, where some parts of the contract period are options that are almost I would say that 97% will always succeed because it is both expensive and hard and it is not certain that it will get better if you do a new job. Then we go to the financial information, Mattias.