Nordrest Holding AB (publ)

Hi and welcome to today's presentation where Nordrest Concern will present the last quarter and the same period. My name is Thomas Dahlstedt and I am co-founder of the company and head of the company. And with me today is my financial manager.

Hi, my name is Mattias Wikell and I will also be part of today's presentation.

We have an agenda for today's presentation, and it is a short description of what we work with as a company. We will comment on the financial information that we have just left, important highlights during the quarter and the period, and then there will be about five minutes for questions primarily related to the quarter and the period. I started Bordrest in 2014 with the intention of being a pioneer in the Swedish food market. The intention was to make an impression on the target market and therefore expansion has always been important. I have reasoned that it is not an idea to try to mission on something and that you want to be better on a market if it is not someone who sees and hears it. Therefore, we have always had the ambition to be a little better than our competitors and above all contribute to the development of the Swedish target market. Historically in Sweden, but now we have also managed to grow outside of Sweden, where we have one business or several businesses in Finland and one business in Denmark. Otherwise, our concentration in Sweden is mainly in the Södertälje river, where we mainly have a lot of business around the major state regions. Vi är ett renodlat måltidsbolag och det innebär att vi sysslar inte till exempel med städ, vaktmesteri, reception, utan om man lite kort och enkelt ska beskriva vad vi gör så är det något som man stoppar i munnen. Kollar vi då vad som särskiljer oss från våra konkurrenter så har vi ett antal ben. And the most primary leg with Nordest, and when our customers and investors ask what makes the difference between Nordest and all the other operators, apart from the fact that we are clean-cooked within the target service, is that we work with systematic entrepreneurship. And systematic entrepreneurship means that we have very strong local union leaders. A union leader is, for example, a restaurant manager. Henn has a great mandate to make the decisions that are required in their everyday life so that the guests, i.e. those who go out to eat, and the customers, our contractors, for example Volvo Cars or Ericsson, are satisfied with what we do. And the systematization that we have is a pure hygiene factor. To get in and do these affairs with the defence forces or Volvo Cars and so on, they require that we have a number of things that we fill out GDPR policies, IT policies, HR policies and so on. It can sound pretty boring. It is often not that the food becomes much better, but it is something that you have to have. And in it, it is the systematization that the Nordic companies deliver. but we try to have as little systematization as possible in the local implementation and there the boss will decide how and what we deliver because it is she who meets the guests on a daily basis. The second part that we like to talk about, and I will describe a little more in a later slide, is the natural guest flow. A natural guest flow for us is where we do not have to invest in the fact that the guest comes to us. Preferably we should be in some form of local monopoly, that is, it is only we who are in this quarter or only we who are in this company or only this school. Or maybe, as in Arlanda, where it is a bit more of an oligopoly. We have a number of actors, but it is the actors who are in there and we compete on equal terms. That is a natural guest flow for us. On the other hand, if there were a castle in the countryside where you would need a restaurateur, we are not the right operator. Because then we need to invest in getting the guests to come to this place of sale and we are not very strong there. We are strong in implementing where we have natural guest flows. And the third part that we like to talk about is a nice goal-time solution. And there we try to describe our level of ambition and we try to describe the importance of not just working with the food itself as such. And if we start with the level of ambition, we usually describe that we would like to be a 4 on a 5 degree scale. 3.8 is okay, 4.2 is good. We do not want to be 4.8, 4.9, because then the guest will not pay for that guest experience either. And then we will not make money in the business. We have said that we will be a little better than our competitors and we set the level of ambition easy to describe for ourselves on a four degree scale of five possibilities. And then we talk a lot about the goal experience itself. And there we have a model called MSM, where we also focus a lot on the environment itself, that is, the goal environment, but also the sustainable environment. And then we talk a lot about service and customer service. And if we look at the customer groups, these are the six customer groups that we also report. Defense, business, university, university or campus as we call it, school, hospital, elderly care and travel. And if we look at the natural guest flows, they are easy to describe. Defense is mainly self-employed personnel, but also employees who work in these military garrisons. In companies, it is employees or visitors to the workplace, but primarily it is employees who work, for example at Ericsson, Volvo or Toyota in Mjölby. University of Higher Education, then we are often on a campus, Stockholm University, Uppsala, Södertörn, and where we know that there is a natural guest flow in that there are a number of thousands of students enrolled who have lectures, seminars and so on, seminars that come to the schools to meet their friends, if not otherwise. Skola är ju väldigt förutsägbart, det är 178 dagar per år och där får man i stort sett betalt för det antalet inskrivna eleverna som man har på just den här specifika skolan. Samma sak med sjukhus och äldreomsorg. Äldreomsorg är nog egentligen den lättaste, att ha ett naturligt gästflöde, för att nästan alla äldreboende i Sverige är ju alltid max antal boende på. Så har man 100 boende, då har man 100 ätande, frukost, lunch, middag. 365 days. A little bit is the same thing with the health center at the hospital, but where it goes down on the weekends and it mainly goes down in the summer and around Christmas and New Year a little bit. But it is quite easy to predict. And on travel, which is then dinners, roads, restaurants as a natural guest flow. We may not have built up the natural guest flow ourselves, but it has been built up as a brand for a very long time. So we have people who travel by in connection to these links. Or in Arlanda, where we have a number of operations both outside and outside the security control. And there it becomes a natural flow of guests, given that you have 22-23 million travelers via these links. Or this link point in Arlanda. If you look at the contract, we work a lot with both negotiated contracts according to the LHU, but also with contracts that we have with the big companies. And they usually stretch between three to five years, with the possibility of extension for an X number of years. And we have experience and a good track record to actually, in a large way, always get our contracts extended. We have a very small share that runs out that we do not get extended on, and we have a very high share where we get extended on our contracts. Can you tell us about the financial information, Mattias?