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Hi everyone!

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Every year we evolve
our business plan.

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

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no matter where we work
across the organisation.

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We also have common targets
to ensure we can work

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effectively and creatively together
across all functions.

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We also have a plan to stay 
one step ahead

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in terms of our
customer's needs

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

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

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and also lay out 
the updated direction

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for the year we now
kicking off on 1 May.

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As always, 
the full plan is built

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on always focusing on 
things we can influence ourselves.

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

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Also the strenghts of us
as one big organisation.

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The big learning
from the last years

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is that we should continue
to dare to try new things,

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learn new things

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and ensure we dare 
to transform ourselves

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to ensure we stay relevant
for customers on long term.

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Our foundation 
is unchanged.

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It's the Blue Heart Strategy

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where we lay out our purpose,
vision, mission.

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But also the culture
of Clas Ohlson

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and laying out
leadership principles.

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In a nutshell,
we want to ensure that

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if there's a person in need 
of any of our consumer mission

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they should emiditaley
think about Clas Ohlson.

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Then they should easily,
quickly find us

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and they should find 
the product they need.

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If they buy it,
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,
they should have an opportunity

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to come back to us
to find a spare part

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so they can fix it
and then keep using it.

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If we deliver on this,

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we will build trust
for the very long term.

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The targets for the years to come
remains unchanged.

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We want to continue
to grow our sales,

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that's a driving force
for all of us.

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It's critical that we
continously drive growth.

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Secondly.

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Profitability
is a measure of success

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but it's also an 
enabler of our future.

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If we're profitable we can reinvest
into further customer relevance

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and growth also 
for the future.

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We also have our sustainability
targets that are ambitious.

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We will continue
run on them.

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But sustainability is also 
one of the core values

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of all of us
working within Clas Ohlson.

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Our strengths is all about 
delivering and develop

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an optimal 
and relevant assortment.

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Evolving our strong
Clas Ohlson brand.

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Also delivering a 
fantastic customer service

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in every meeting with customers
across channels.

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That's really our ABC.

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Assortment, Brand,
Customer Meeting.

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If we do this well
and in a cost effective way

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it will give us an opportunity
to continously invest in those areas

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to build us stronger for the future.

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The updated plan
now includes a new third year.

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Fiscal year 26/27.

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In the plan we strive
for delivering win, win, win.

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For customers, for ourselves
but also for our shareholders.

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We're committed and confident

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that the plan we have
has the ability to do just that.

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We have seen this year 23/24,
that we just closing

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

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Just reweiving the things
that has happened this year.

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We layed out eight big
How to win-movements.

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as we started the year.

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First we talked about becoming
more of a low cost retailer

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to ensure we're always competive
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 
very competetive position.

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We're fewer white collar employees.

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We have initiated 
a big transformation on our IT.

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We have done lots of work
across logistics.

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Basically across all teams,

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we have done work to become
simpler and more effective.

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Secondly,

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in our ambition to have
a relevant assortment 12 months a year

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we have seen great 
progress.

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

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It's working.

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We see growth across
all five consumer missions.

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

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we have also seen
big progress.

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Our e-com as been growing fast.

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It has also become
more profitable then ever before.

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Fourth.

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We said that we wanted
to expand the store network.

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Wow what a journey.

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Closing the year,
we have opened ten new stores.

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Every store has rendered
big headlines in local media,

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really shown the strength 
of Clas Ohlson

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but also giving more customers
access to visit us.

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We should also remember,

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the expansion would never 
had been possible

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unless we delivered on 
becoming much more cost effective.

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

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optimizing our marketing
and leveraging Club Clas.

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We are out there
with our customers.

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We're spending most 
marketing efforts

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in channels where
customers engage with us.

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Club Clas is delivering value.

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We see hundreds of thousands
of new customers becoming members.

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We're growing with new,
younger target groups for the first time.

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

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to become more relevant
and effective within marketing.

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We have executed on
the sustainability plan.

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We have done a lof of work
on our people plan

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to update leadership principles
and evolve our organisation.

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Number seven,

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we have gone after our
B2B-customers in a new way.

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

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Simplified the process
also for them.

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Last but not least,

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we've done a big restructuring
of Clas Fixare.

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Ensuring we focusing on
services that are relevant

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but also services where
we can do a good job

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and build a growing,
profitable business over time.

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On top of all of those things,

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we have also completed
an aquistion of Spares.

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It's fully in line with
our consumer missions

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and fully in line with
our purpose as a company.

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Looking ahead 
into next year.

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The market is as competetive
and fierce as always.

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We see the big discounters and
low price-players growing significantly,

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doing a really good job
serving their customers.

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We also see competitors
like Temu and Amazon

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really playing to win online.

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We should constantly benchmark ourselves
versus the outside world,

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

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

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

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Eight are similar
but evolved from this year.

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We have added a ninth 
which is all about Finland.

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We have developed
a specific Finnish plan

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to ensure we win with
our assortment in Finland

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versus the Finnish 
customers on their terms.

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

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Apart from expansion,

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we also invest even more
in the network that we have.

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Ensuring it's robust
for the future.

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When it comes to 
marketing and Club Clas,

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we're doing even more to 
ensure we become

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

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You'll find more details
on each area on Conet.

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We will share more information
as we go ahead.

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But rest assured
there's a solid plan.

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There're a lof of activities
planned

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to ensure we continue
the journey we're on

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

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

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

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will find a way to deliver
in the next years to come.

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

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Thank you for tuning in,
see you all again soon.