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Hi everyone!

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Every year we evolve[br]our business plan.

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We have a plan to ensure[br]we run in the same direction,

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no matter where we work[br]across the organisation.

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We also have common targets[br]to ensure we can work

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effectively and creatively [br]across all functions.

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We also have a plan to stay [br]one step ahead

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in terms of customer's needs

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in a way that puts us [br]one step ahead of our competitors.

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I want to conclude a bit [br]on the year we're closing

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and also lay out [br]the updated direction

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for the year [br]we now kick off on 1 May.

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As always, [br]the full plan is built

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on always focusing on [br]things we can influence ourselves.

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We also always build plans[br]based on Clas Ohlson's strenghts.

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Also the strenghts of us[br]as one big organisation.

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The big learning[br]from the last years

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is that we should continue[br]to dare to try new things,

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learn new things

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and ensure we dare [br]to transform ourselves

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to ensure we stay relevant[br]for customers on long term.

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Our foundation [br]is unchanged.

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It's the Blue Heart Strategy

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where we lay out our purpose,[br]vision, mission.

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But also the culture[br]of Clas Ohlson

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and laying out[br]leadership principles.

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In a nutshell,[br]we want to ensure

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that if there's a person[br]in need of any of our consumer mission

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they should emiditaley[br]think about Clas Ohlson.

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Then they should easily,[br]quickly find us

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and they should find [br]the product they need.

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If they buy it,[br]the should keep it for a long time,

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use it for a long time.

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If the product breaks down,[br]the should have an opportunity

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to come back to us[br]to find a spare part

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so they can fix it[br]and then keep using it.

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If we deliver on this,

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we will build trust[br]for the very long term.

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The targets for the next years[br]remains unchanged.

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We want to continue[br]to grow our sales,

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that's a driving force[br]for all of us.

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It's critical that we[br]continously drive growth.

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Second, profitability[br]is a measure of success

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but it's also an [br]enabler of our future.

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If we're profitable we can reinvest[br]into further customer relevance

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and growth also [br]for the future.

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We also have our sustainability[br]targets that are ambitious.

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We will continue[br]run on them.

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But sustainability is also [br]one of the core values

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of all of us[br]working within Clas Ohlson.

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Our strengths is all about[br]deliver and develop optimal assortment.

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Evolving our strong[br]Clas Ohlson brand.

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Also delivering a [br]fantastic customer service

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in every meeting with customers[br]across channels.

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That's really our ABC.

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Assortment, Brand,[br]Customer Meeting.

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If we do this well[br]and in a cost effective way

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it will give us an opportunity[br]to continously invest across those areas

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to build us stronger for the future.

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The updated plan[br]now includes a new third year.

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Fiscal year 26/27.

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In the plan we strive[br]for delivering win, win, win.

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For customers, for ourselves[br]but also for our shareholders.

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We're committed and confident

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that the plan we have[br]has the ability to do just that.

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We have seen this year[br]that we just closing

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that the strategy is working,[br]we're on the right track.

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Just reweiving the things[br]that has happened this year.

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We layed out eight big[br]How to win-movements.

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First we talked about[br]becoming more of a low cost retailer

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to ensure we're always competive[br]with discounters and low price-players.

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We have seen lots of activities.

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It has put us in a [br]competetive position.

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We're fewer white collar[br]employees.

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We have initiated [br]a big transformation on our IT.

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We have done lots of work[br]across logistics.

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Basically, we have done work[br]to become simpler and more effective.

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Second,

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in our ambition to have[br]a relevant assortment 12 months a year

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we have seen great [br]progress.

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We have launched more new products[br]than we have ever done before.

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It's working.

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We see growth across[br]all five consumer missions.

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The third how to win,[br]building a profitable e-com,

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we have also seen[br]big progress.

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Our e-com as been growing fast.

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It has also become[br]more profitable then ever before.

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Fourth.

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We said that we wanted[br]to expand the store network.

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Wow what a journey.

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Closing the year,[br]we have opened ten new stores.

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Every store has rendered[br]big headlines in local media,

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really shown the strength [br]of Clas Ohlson.

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Also giving more customers[br]access to visit us.

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We should also remember,

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the expansion would never [br]had been possible

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unless we delivered on [br]becoming much more cost effective.

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We have seen great work[br]on the fifth How to win,

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optimizing our marketing[br]and leveraging Club Clas.

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We are out there[br]with our customers.

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We're spending most [br]marketing efforts

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in channels where[br]customers engage with us.

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Club Clas is delivering value.

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We see hundreds of thousands[br]of new customers becoming members.

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We're growin with new,[br]younger target groups for the first time.

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We've also seen great progress[br]on leveraging AI as a tool

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to become more relevant[br]and effective within marketing.

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We have executed on[br]the sustainability plan.

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We have done a lof of work[br]on our people plan

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to update leadership principles[br]and evolve our organisation.

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Number seven,

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we have gone after our[br]business-to-business customers.

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We've been growing,[br]recruited more B2B-customers.

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Simplified the process[br]also for them.

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Last but not least,

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we have done a big restructuring[br]on Clas Fixare.

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Ensuring we focusing on[br]services that are relevant

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but also services where[br]we can do a good job

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and build a growing,[br]profitable business over time.

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On top of all of those things,

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we have also completed and aquistion[br]on Spares

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It's fully in line with[br]our consumer missions

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and fully in line with[br]our purpose as a company.

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Looking ahead [br]into next year.

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The market is as competetive[br]and fierce as always.

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We see the big discounters[br]and low price-players growing.

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They do a really good job[br]serving their customers.

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We also see competitors[br]like Temu and Amazon

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really playing to win online.

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We should constantly benchmark ourselves[br]versus the outside world,

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but then ensure that our plan[br]is based on what we can influence.

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The plan for the year ahead[br]is built on the same plan that we closed.

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This year we will have nine[br]How To Win-actions.

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Eight are similar[br]but evolved from this year.

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We have added a ninth [br]which is all about Finland.

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We have developed[br]a specific Finnish plan

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to ensure we win with[br]our assortment in Finland

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versus the Finnish [br]customers on their terms.

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We're also evolving the way[br]we look at our store network.

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Apart from expansion,

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we also invest even more[br]in the network that we have.

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Ensuring it's robust[br]for the future.

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When it comes to [br]marketing and Club Clas,

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we're doing even more to [br]ensure we become

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the destination we want to be[br]across all five consumer missions.

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You'll find more details[br]on each area on Conet.

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We will share more information[br]as we go ahead.

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But rest assured[br]there's a solid plan.

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There're a lof of activities[br]planned

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to ensure we continue[br]the journey we're on

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and that we continue to deliver[br]on the needs of our customers.

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I'm confident that[br]we're on the right track.

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I'm confident we as one big team[br]and one Clas Ohlson

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will find a way to deliver[br]on the next years to come.

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I very much look forward[br]kicking off another year, starting 1 May.

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Thank you for tuning in,[br]see you all again soon.