Welcome to our Q4 and full-year '25 financial statements. Before we start, let's do the usual disclaimer.

Today we'll be referring to our expectations for '26, and of course any references to the future comes with a degree of uncertainty. Many of you I hope have already gotten familiar with us.

I got Tiina-Liisa with me, who's our CFO, and I'm Patrik myself. I'll start by summarizing the year, some key highlights, a bit about our history as well in terms of performance over the last couple of years.

Then Tiina-Liisa will take us through Q4 numbers, full-year numbers, then we'll come to the guidance, and then we'll reflect on the key focus areas of 2026. After this, yes— Questions.

We'll have time for questions, and we ask you please to drop them in the chat. Today we're in a studio, we're live, but there's no one here but our assistant, we'll take the questions and answer as many as we can live right now, and those questions that we won't have time to answer we'll take then in writing later on.

Thanks, Tiina-Liisa, for reminding me. Indeed, if we look at the full year as a whole, the results are strong.

We were able to retain the high level of performance already achieved in 2024. When I refer to sustainable growth, not only am I referring to the fact that we have been growing our EBIT and our net sales for a number of years already, but I'm also referring to the way in which we've done that.

We're exceptionally proud to be recognized second year in a row by TIME Magazine as one of the world's best companies. We're amongst the top 500 leading companies when it comes to sustainable growth.

This is a source of pride for our whole organization and something that both consumers and customers are recognizing. We have also invested in our data, in our processes and competencies, and this is visible in the expanding margins.

Of course, our team stands behind everything we do. Our people is a core asset, something we invest in, and we're glad to see that our People Power Index has retained its high level of AA+.

Beyond the people, of course, it's about products. Our products, the portfolio, remains strong, our brands are performing in our markets, despite the challenges we've had, partly with weather, partly with some lost sales in Denmark, a much smaller market in Latvia.

Our shares are strong. We've even taken share in our key categories, and we'll get back to that as well in some of our later remarks.

I want to close on perhaps the largest news of last year, which was towards the end of the year when we announced four acquisitions. Three of these have now closed, and through these acquisitions we're entering into three new countries, and we'll get access to 26 million new consumers in these new home markets.

Again a topic we'll return to in just a bit. Just pausing on the topic of sustainable growth, and 2025 was actually the 10th year, 10th consecutive year of EBIT and net sales growth.

This is something remarkable. I think it's a strong testimony to the work done by previous generations, the strength of our portfolio, and our ability to scale up our operations both from a performance and a capacity perspective.

Really really strong performance. Now let Tiina-Liisa talk to us through Q4 and the full-year numbers in just a bit.

Before that, pausing on the acquisitions. Four acquisitions in total, three have closed.

Starting from the left on your screen there with Valmiermuiža. This is a premium brewer in Latvia, one which will open up further HoReCa growth for us, will drive the premium part of our portfolio.

The Valmiermuiža brands are not only beers, we have premium soft drinks there, it's a balance between alco, non-alco. These products are relevant across the Baltics.

We've even seen them present in some of our other markets. This is a great value add, a premium part of our portfolio.

Then the next is about Bosnia, Bosnia and Herzegovina to be specific, bringing us down to the Balkans. We're there in the West Balkans now.

If you combine the population of Serbia and Bosnia, we have a significant new consumer base there. If you take the whole of West Balkans, there's more than 20 million consumers there alone.

Very interesting, a new market opening, also brings us closer to the Mediterranean. Think about the coast there in Croatia, Albania, and so forth, supporting our export efforts, bringing production closer to the point of consumption.

Then the third acquisition that also has closed is Bruer International. It's company founded in Norway in 1992.

They also have operations in Sweden. They import beers and wines, and through this acquisition we have now access to all channels across Sweden and Norway.

Then the final, Värska, a big mineral water producer in Estonia. This deal we expect to close finally before summer.

This will add to our non-alco volume, roughly 10%, bringing our total portfolio to balance, we'll have 50% alcoholic beverages and 50% non-alcoholic. Very exciting opportunities across the four acquisitions.

Then closing here on the map. This is how our presence now looks like, servicing all of Northern Europe, being able to expand the reach of our own products through our new partners there in Sweden and Norway, offering also access to all of these countries to our branded partners, and then indeed extending our reach down to the Mediterranean, the Western Balkans, through our new friends there in Bosnia and Herzegovina.

With that, let's have a closer look at the numbers and then come back to some of our reflections for 2026. Please, Tiina-Liisa.

Thank you, Patrik. We will focus first in quarter four.

There, as a total, the net sales continued to increase thanks to the improved average sales price, despite a small decline in the sales volumes. As we stated lastly in October, it was planned and known that these expenses would be more focused in the second and third quarters of 2025.

Therefore profitability did increase significant 72.5% in quarter four to €16.1 million. This was possible, as said earlier, due to the fact that costs were loaded in the earlier quarters compared to '24, as well as improved gross profit due to the impact of price and selection changes and production efficiency.

Then the segments' performance in quarter four: volumes grew in Finland and Belarus. Major part of the decline in Baltic Sea region came from Denmark.

From sales channels, HoReCa was growing, which was positive to see. The earlier-mentioned significant EBIT improvement came from all the segments.

Costs were allocated to earlier quarter this year as the major sales and marketing inputs were made during the summer season, but also some cost-saving measures were taken to support overall efficiency and the profitability. Then the full year '25: volume development was affected mainly due to the four things.

First, change in consumer behavior towards non-alcoholic beverages; secondly, unfavorable weather in the summer season; thirdly, the weak development of consumer purchasing power; and then finally, fourthly, the loss of private label agreements in Denmark. On a positive note related to volumes, non-alco product categories' share of total sales increased according to strategy and was 43.6%.

Mostly importantly, despite this intensified competition, market shares were maintained or even increased in all main product categories. Profitability was supported by 4.1% gross profit increase to 41.7% of net sales.

That is thanks to portfolio optimization measures, improved efficiency of our own operations, and then the stabilization of the increase in the cost of goods sold. On the other hand, logistics, sales, and marketing expenses were clearly higher level than last year.

All this together, EBIT maintained in a good last year level and improved slightly. Then what comes to the segments in full year '25: In Finland, volumes remained in the last year level.

This average sales price growth supported the net sales. In the second year in a row, we saw strong profitability improvement as the EBIT grew 15.4%.

Last year, it was 47%, supported by, for example, this improved production efficiency, delivery accuracy, and improved product rates. The biggest EBIT growth during the past two years has come from Finland.

Then Baltic Sea region: volume decline came from Denmark, and that's because of a discontinuation of several unprofitable products and the loss of private label agreements. Then from Latvia, decline of the total market was the main reason.

As a result of these market impacts and the greater investments in sales and marketing, as well as increased payroll expenses and logistic costs, EBIT for the Baltic Sea region decreased by 23% to €17.9 million. Denmark is still making significant losses, and in Latvia and Lithuania, increased competition caused by smaller than expected market burdened the profitability.

At the same time, the mentioned investments in brand visibility, campaigns, pricing helped in maintaining and securing always competitive position and the market share. Even though the market has declined, we have kept the market shares.

On a positive note, Estonia market was more resilient than other Baltic countries. Then in Belarus, in non-alcoholic product categories, sales increased in line with the strategic targets.

Non-alcoholic beverage categories accounted for 62.9% of the sales volume. That's the highest in the group.

In alcoholic products, sales of the largest product category, beer, remained at the previous year level. During the reporting period, greater inputs were made in the sales and marketing of these product categories than in the previous year, EBIT grew by 3.7%.

There is no changes in general in Belarus situation, there is nothing new to report on that one. Then if we check these full-year other financial KPIs, equity ratio has remained very strong level.

We used €8 million more in the investments. Almost €29 million was related to Finland, we were able to finalize the high-bay warehouse last year and increase the warehouse capacity.

The brewhouse will be taken in use this year before the summer season, and also this inner logistic will be developed further during this year. Then about €16 million of these investments were to subsidiaries in the Baltic Sea region, and in Belarus, this replacement investments were done through the subsidiary's cash flow financing, totaling about €8 million.

Net result improved to €64.8 million, and that increased, of course, the earnings per share, and that was then over the €3 this last year. Then in operating cash flow, there was small decline because of the increased taxes and smaller decrease in the net working capital.

In sustainability, as said, recognition from the TIME Magazine as one of the world's most sustainable growth companies for the second consecutive year was a good accomplishment and demonstrated strong performance by reaching this A- level in the CDP assessment. Additionally, as you can see, our CO2 emissions in scope 1 and 2 decreased by 4%.

Then some of course good news for the shareholders: dividend will be distributed during the '26 from the '25, and the Board of Directors proposes to have a small increase in the dividends to €1.35 per share, and this will be paid in springtime, and then second part will be then done in September, May and September, yes. I think that was the financial part.

Then, of course, there's always interest on the future, so that our near-term outlook, I'm sure, is a point of curiosity. Indeed, we're providing a range again as we have done previous years, and range that we're looking to deliver this coming year, or the year that has already started, is between €84 and €92 million in terms of EBIT.

What's important to bear in mind, and hence there's a bit more explanation on this slide than in the past, is the impact of these newly acquired companies. Again, I want to repeat that three of them have closed.

The fourth, Värska, we expect to close by summer. These companies are partly included in the estimates.

However, we must remember that this is the first year, there will be integration costs, and before we can fully benefit from the synergies, some time will have to pass. We expect a greater impact in 2027 and onward.

This is really the year of integration and making sure that we capture the maximum value of what we have acquired. Hence, we estimate that the EBIT impact of these acquired companies during the year of 2026 will be less than 5%.

That gives you a bit of a guidance on the value of those businesses in the short term. When it comes to '26 overall, a few themes: we want to continue growing, we intend to keep developing our business, and we will seek out efficiencies.

The growth will come both from the non-alco part, as we have seen already during '25 and the previous years, strengthening our efforts there, expanding the reach of our own brands across new markets, and then also strengthening the overall portfolio of brands that we represent in our new and current home countries. On the development side, on the other hand, we will continue our journey of learning around everything related to net revenue management and data and analytics, scaling up our competence in that space.

The integrations, as mentioned, a key item of focus: we must bring our new family members, of whom there's nearly 500, on board and make sure that we start all working together towards the same objectives. Therefore, organizations and organizational learning is also a key source of development and focus.

Then on the efficiency side, we've made significant investments in Iisalmi, as Tiina-Liisa mentioned: the high-bay warehouse, the brewhouse is almost up and running, they're already doing some test runs there, in time and on schedule. We must make good use of our investments.

Therefore, as we continue to invest in these areas that will drive long-term growth for us, we remain focused on disciplined cost management across the business. Our priority will be to ensure that spend aligns with our strategic objectives and that we continue to identify efficiencies across functions.

All of this will support this sustainable growth that we have already enjoyed for 10 years and intend to enjoy for a long time coming. With those words, I believe we have covered the key messages we wanted to cover today.

Now we'll turn to our support team for questions that you have placed online. Thank you for your attention so far.

Please.

The purchase prices are not disclosed, no.

Thank you, a good clarifying question. Again, three are closed, have closed during January, integrations are ongoing, one is still to be closed.

We have considered all four, but in recognition of the fact that they are not fully on board since January 1 for the full 12 months. Do you want to elaborate on that further?

Basically, the guidance is including the three acquisitions that are closed in the estimation, but then Värska is not closed yet, and the kind of the estimation is that that will be closed during or before the summer, naturally that is not included the whole year in the estimation.

I think we made references to some of the portfolio changes, and we lost some volume, we also walked away from some volume. Then we've been focusing on strengthening our brands and the overall portfolio mix.

This is now flowing through, and that's what you see in our margins expanding. We see it as a permanent improvement in terms of performance.

I think, of course, the intention is keep this level and gradually to improve our efficiencies, as we have been doing the whole time, developing the portfolio, using this net revenue management, see also the premiumization in the portfolio. There is many things that are affecting that one.

Very good topic. We've called HoReCa out as a source of growth in our strategy, and it's something that we are methodologically pursuing across our markets.

I mentioned, for instance, the Valmiermuiža acquisition is part of this journey where we look to strengthen our presence. This is an opportunity area for us.

If you take our beer share across our markets, we're stronger in global market share in each country than we are in the HoReCa trade, we see opportunities to continue growing there. Mm.

That's a good question. Thank you.

It's a broad question and perhaps also quite detailed question. We should bear in mind that our group represents more than 5,000 SKUs, I won't be able to go into detail obviously on each, but I'll call out some territories, some spaces.

One is the non-alco part. It's been a part of focus for a long while.

We need to remember that Olvi in Finland, for instance, launched the first non-alcoholic beverages already in the 1800s. It's not a new thing for us.

It's a theme that's been a constant on our journey. That's why we call ourselves a multi-beverage operator.

Continuing to drive growth there is one part of the equation. Then the other really links in with our strategy of being multi-local.

We are really pushing to have the strongest local partnerships, the most relevant brands. We know our consumers, we know our customers, and this is a part of our strength that we're building on.

It's showing to be working really well in us keeping our market shares, us growing more on our branded side than on the store-owned brand side. Our portfolio balance is shifting in a healthier direction from a gross profit perspective.

I believe I have answered the question.

Thank you.

Again a good question, maybe touching on some of the obvious ones in terms of logistics and customer management. Then I want to call out that we're talking about significantly different types of business.

On one hand, we're talking about mineral water; on the other hand, we're talking about brewing; and on the third hand, we're talking about distribution business. The margins and the contributions will be different.

I don't know if we can go in much further detail on—

I think that we can then kind of discuss this more during this year when we are also kind of closing the integration plans and going forward. I think that, as Patrik said, that these are a little bit different type of acquisitions.

Those which are add-ons in the countries' businesses, like in Estonia and Latvia, of course the synergies are a little bit different. It comes from the product portfolio, it comes from the logistics and different kind of things.

Then when we come to the new markets, so that's kind of different kind of synergies. Of course, we want to expand our reach, as it was said earlier, and hopefully we can then utilize our portfolio and the new part of the portfolio in our current markets and vice versa.

There are different kind of synergies naturally. We think that especially these new countries are also the platforms for the future development then.

Sure, good, broad question. On private label, let's now zoom in on Denmark.

The situation is stabilized. Now we're looking for growth, and we're also happy to work with the trade partners in Denmark on appropriate opportunities there under their brands.

That's been done if you want to look at it from that perspective. Then in the Baltics, we need to recall some of the messages that we've shared during Q2 and Q3 results reviews.

We went into summer strong. We had really strong plans both on marketing and product placement in store, some of which then were a bit too heavy versus the market that followed.

We had challenging weather over summer, and then in terms of the Latvian consumption, the market simply was much smaller. That was a costly exercise.

Therefore we're going into this year with a more balanced plan, and it in itself will of course support. Not to forget the acquisitions.

We're getting new customers, new streams of revenue, new team members. They will always energize us and help us push for the next level of performance.

Yeah. I think that in general for the '26, what comes to the Baltic Sea region, as Patrik said, of course we kind of expect to have more stable year maybe in what comes to the market, maybe changes and our own kind of performance.

I also want to highlight that these add-ons, we bought this Piebalgas business three, four years ago, and it has been a very good add-on there. With this kind of development, we can improve the whole kind of situation in the market in total.

Maybe you want to take it. It was quite clearly spelled out in the announcement why we're doing it.

I think this buyback approval that board gave to the management, that is targeted for this share performance programs that we have. That is the reason for this buyback.

The amount's so small, and it's not a strategic shift. It's something that we've done before.

Yeah. 80,000 in total, it's for our own rewarding program use.

Wonderful. Thank you for your activity, thank you for your interest, thank you for being here, and we'll see you in a couple of months' time.

Yes, thank you.

All the best.