Good afternoon, everyone, and warmly welcome to Vaisala's Capital Markets Day 2021. My name is Paula Liimatta, and I'm Head of Investor Relations. Our agenda today includes four presentations with two short breaks and a wrap-up. We have also reserved some time for Q&A. I would like to highlight those participants online that after the breaks, we continue at 2:45 P.M. sharp and after the second break, at 4:00 P.M. sharp. Speakers today are Kai Öistämö, President and CEO, Head of Industrial Measurements Business Area, Sampsa Lahtinen, Head of Weather and Environment Business Area, Jarkko Sairanen, and CFO, Kaarina Muurinen. Before we start, I would like to remind you about the disclaimer that covers all the presentations and the whole event. With these words, we can start. Kai, please, it's your turn. Thank you, Paula. Let me introduce myself first. My name is Kai Öistämö, and I'll be your host today together with my colleagues from Vaisala management team. During the following couple of hours, we will actually walk you through the Vaisala's strategy for growth and market leadership. As you all know, Vaisala provides products for weather, environmental, and industrial measurements. This puts us smack in the middle of many megatrends, climate change being the most important one. Sustainability has been a key value for Vaisala for a very long time. Now, obviously, with the IPCC climate report recently published woke everybody up on the importance of climate change. We are fully committed to sustainable business operations, but I would claim that our biggest impact is not our footprint, it is actually our handprint. If you look at our handprint, I would characterize it in three different dimensions. Firstly, we create products and solutions to understand climate change. If you think about how the measurement is done, what is happening in the climate, I would claim that you will pretty much have to use our equipment and solutions. Secondly, we provide solutions and products to mitigate climate change. That means making products and solutions for our customers to make them more resource efficient, thus reducing their environmental footprint. Thirdly, we create products and solutions to create more resilience and adaptation for companies and societies against more and more prevalent extreme weather events. A good example are the emerging markets weather systems that we provide. We are fully committed on this approach at Vaisala, and this is really a big source of inspiration for all of us, for all of our employees, and for myself as well. What we do is we enable our customers to run business-critical operations and make business-critical decisions based on accurate and reliable data. We are in the middle of many megatrends, and some of them are listed here on the slide, and I would like to give you an example of the few on what we actually do in each one of them. If I take the climate change as the first one, I already a little bit touched upon the big infrastructure projects where we create a weather infrastructure together with our partners to emerging markets. During the past few years, we have done so in Bahamas and in Vietnam. Now we are on a process of doing that in Ethiopia, making the society more prepared for extreme weather events, saving infrastructure, and most importantly, actually saving human lives. Renewable energy is a big trend. What do we do there? One thing is the remote sensing through the wind lidars that we have. We can actually measure from a more than 10 kilometers distance accurate wind profile. What that means, a wind power operator can actually place their wind park in a best possible location. Doing that from a remote location, very important, for example, in offshore context. The other example is the biogas, where we measure in a biogas operator's process, methane, CO2, and humidity, actually help the biogas operator turn waste into energy. Resource efficiency and circular economy is a big trend as well. Here we are increasing efficiency for, and productivity to our industrial customers. Example here would be data centers and data center energy efficiency. Last but not least, is the wellbeing and health, where we are providing for our pharma customers capabilities to monitor their environment, both on the R&D side as well as on production side, so that they stay within the desired parameters, so that the results of the R&D and the production of the vaccine production, for example, is as desired. I have been now with the company for about a year, and it really has made me really confident that Vaisala is a solid company with great opportunities in scalable growth and scalability also in the high-mix, low-volume business. The great proof of this scalability is how we have actually fared and coped with the COVID-19 and consequent shortage of different kinds of components. Our production has not stopped for a single day during the pandemic. I'll talk about a little bit more on that side later in my presentation. We have a very strong foundation as a technology leader. We have unique expertise and we make a unique impact by providing the world's most reliable and accurate data and measurements where it really truly matters for our customers. We are, as I said earlier, committed for sustainability both in our own operations and through the products and solutions, i.e., the handprint that we make. For the footprint side, example would be the recent recognition from Financial Times where we were selected as one of the European climate leaders as a result of a consistent reduction of our own carbon footprint, during the years between 2014 and 2019. We were actually selected within the top 20 companies in Europe by reducing the most of our carbon footprint during that period of time. During this year, we have evaluated our strategy, and focus across Vaisala as well as across our business areas. We have been on a solid path for a long time. There is no need for a fundamental change in our strategy. It has worked well for us for quite some time. However, at the same time, what we have done is we have sharpened our ambition and focused around three topics. First, we have raised our ambition. I will come back to the financial targets as a result a little bit later. Second, we have looked at our offering and concluded that what we provide is products and solutions which play business critical role for our customers. Thirdly, the ambition on the market, we always aim to be number one on the markets that we operate on, either sustaining and building on the already achieved number one position or having a line of sight, how do we become number one if we are not yet there? If I sum up the strategy, we aim to create sustainable growth by solving business critical challenges and to be number one in selected markets. How do we do this? We've identified four different business drivers. Sampsa and Jarkko will go through in their respective presentations, the product leadership as well as the customer and application knowhow parts. I'll highlight the two other ones. First thing being the scalability in high-mix, low-volume side. Let me just describe what this means in the Vaisala context. We have more than 6,000 products, 700 product families. We sell them across the world, and through various different channels to various different businesses. It's very complex. We are mastering this, and at the same time, we are seeking how do we achieve scale in this very complex environment. By using products, platforms, activities, looking at different activities, different capabilities, business models, processes, and tools. I'll open up a little bit more exactly what we do to achieve that scalability in our operations and within this business model. Extremely importantly is the engaged and talented people. That actually is what makes Vaisala Vaisala. That's the heart on what makes our competitiveness. We are consistently trying to hire the best people, keep the best people in our own employee base and fit them into the right jobs, and training them very actively as well. Here I'll take an example of the very recent, artificial intelligence training that we did for the entire employee base, customized for different audiences, more for experts and less for somebody else, so that everybody understands where this is going. When we look at our businesses that we manage, I would divide up them into three different types. We have flagship businesses, growth businesses, and emerging opportunities. Flagships are the core strengths that we build upon. They have been at the center of Vaisala's portfolio for a long time, and their importance remains very high for Vaisala going forward as well. Markets are typically mature. We typically are already number one in those markets. What we do is we focus on sustaining and strengthening our market leadership and driving these businesses with a solid profitability in mind. A good example of this kind of a market is the products and systems that we do for the meteorological customers. We have growth businesses. Growth markets are attractive, rapid growth, and typically with a high profitability as well. We are driving this growth for long-term organic development as well as then complementing the organic development with an selected M&A. I'll open up our M&A strategy a bit later in the presentation as well. A great example of this kind of a business is the products that we do for our life sciences customers, for example, the continuous monitoring systems. We have emerging opportunities. These are new areas where the growth has not yet materialized. They are typically also areas where we can draw from all the learnings and competencies and technologies that we have created for flagship markets or for growth markets. Examples of these kind of opportunities are, for example, the hyperlocal weather opportunity where the hyperlocal weather forecast, i.e., what does the weather look like exactly here for the next two hours? The importance of that is going to grow, especially with the climate change and more extreme weather events and different businesses being more prone to these kind of challenges. This opens up also new recurring revenue opportunities and digital monetization opportunities. Jarkko will talk about that a bit later more. On the industrial measurement side, these emerging opportunities are areas where we can apply our measurement capability, either in completely new area or we use our basic technology to apply into new kinds of parameters. A good example here is the biogas that I already mentioned. As part of the strategy process, we have also evaluated obviously our long-term financial targets and concluded that there is a need to update both the net sales target as well as the operating result target. You may remember that our earlier targets were to exceed average annual growth of 5% and the operating margin result exceeding 12%. Kaarina will actually go through in her presentation how have we fared against those targets over the past few years. From today onwards, our new long-term financial targets are as written on the slide. Our target is to achieve an average annual growth rate of 7% and an operating margin, EBIT margin of 15% during the strategy period, which is between 2021 and 2024. As I've now gone through the targets that we have set to ourselves, I would like to go into three important areas in our business model, namely R&D, scalability in the high-mix, low-volume environment, and then also a few words on M&A. If I start with R&D, this is how we have been building and continue to build our competitiveness. We have a very much of a systematic and active approach managing R&D as an investment, both short-term and long-term. This has served us, as I said, really well. The fact that we look at this as an investment is highlighted by if we look at our R&D spend during 2020 during the pandemic crisis, we decided to actually continue investing instead of making a short-term, hasty decisions of cutting that investment. We have grown our investment during the past years, and especially done that inside of the industrial measurement side, where R&D investments have tripled over the past 10 years and yielded into a very good return, as Sampsa will talk about later in his presentation. If we look at how our R&D investments are split between the different types of businesses that I talked about, slightly over half of our R&D investment is going into the emerging and into growth businesses, while the flagships remain very much of a important part of our portfolio. That being said, now when we focus more on growth, our intent is to change our R&D and tune our R&D investment more into the emerging and in the growth side, into mastering the high-mix, low-volume business, scalability in it. We have an excellent track record on driving this high-mix, low-volume business. I talked about how complicated the business really is from an operational side, and it means also that it's really, really difficult to copy our business model. It's not every day that you can build these kind of capabilities. We have acquired this over the years and really mastered it. That being said, we continue to actively look for scalability of opportunities across the company within this business model. Examples of this would be using common modules, for example, in software. We have one single embedded software platform across both Weather and Environment and Industrial Measurement. We are using clear software architectures of components of software. For example, in UI, where we are applying the same user interface into various different products of ours and so on. On the hardware side, similarly, we are using modules and platforms. The great example of this is the Indigo family inside of the industrial measurement side, where we are using the same platform for measuring various different parameters into various different price points, into various different industries and applications. We are continuously further developing our Vaisala Production System, which is actually the handbook. It's the secret sauce how we run our operations. The things that we are looking how we are driving this, we are looking at improving our processes. We are looking at using more data and analytics in driving our processes, sharing the tools and competencies across the company. Into M&A. What's our M&A strategy? As I said earlier, our organic investments into R&D is really the heart of our competitiveness. At the same time, we are looking at M&A as a tool in the toolbox to make clear make or buy decisions when we look at access to new technologies, access to new markets, and sometimes also acquiring new competencies. If I take an example of a market access, the acquisition of K-Patents that we did in 2018 is a great example of this. This opened up a completely new market for us, which is liquid measurements. We did not have that capability in the company. Now we have fully integrated, we are well-positioned into the liquid measurements as well as measuring gases in the industrial measurement context. Good example on the technology side, or actually competence hire as well, is the same time we did the acquisition of Leosphere, which was the world's leader in wind lidar technology and wind lidar products. Vaisala is now the world leader in wind lidar products, and we have the unique capabilities of developing that business further. I've taken up these examples that this is exactly the kind of lenses that we are looking through when thinking about M&A. We are actively making make or buy decisions. We are actively looking at M&A opportunities that fill our criteria. They need to be enabling us to do what I said on the strategy side, access to being number one in the selected markets that we have. Building the new competencies or opening up new markets or bringing new technologies into the company. If I summarize my presentation, I would like to highlight three things. Firstly, Vaisala is extremely well-positioned at the core of key mega trends. We enable, mitigate, and help to adapt our customers to climate change. Our key role is to make our customers, and simultaneously the entire planet, more sustainable. We aim to drive further growth as the premium product provider for customers' business-critical operations and decision-making by providing the accurate and reliable data where needed. In any market that we operate in, we always aim to be number one in those. Ladies and gentlemen, if I were to conclude with one sentence, Vaisala is a growth company with a purpose. Next on our agenda, we will have a short break, and after which Sampsa and Jarkko will go through the business area strategies. Before we go for the break, I would like to open up for a brief set of questions and answers. Anybody in the room or anybody online, please. Our colleague, Elena, will hold the microphone. Please state your name and ask your question. Okay, Joni Grönqvist, Inderes. Actually, I have four questions, but if I can schedule, I'll start with two and get back to the technical questions regarding the long-term targets if no one else did ask. Starting the big picture, Vaisala's been traditionally really cautious in giving outlook and guidance and long-term targets. Now there's a big shift, I think, in level. We see more ambitious long-term targets. My question is, okay, we see business lines presenting soon, but is there also a change in mindset now that you're driving more and pushing more also from management side? I would answer it this way, that absolutely we are trying to little bit change the mindset in terms of driving for new growth and finding new areas where we can really apply the great technologies, the great knowledge that we have built inside of the company, while at the same time maintaining the strength in the areas where we have been traditionally strong and continue to be strong. The flagship markets are extremely important for us, I believe, for a very, very long time in the future. That being said, on being consistent, I think is very important for our customers and as a value for us as a company as well. We do not kind of pivot every day. It's kind of well shown on how we manage our R&D, for example. We look at long-term investments. If you look at the value that we provide to our customers in terms of reliable, accurate measurements, it is about consistency. It is about reliability as well. It's a balance of the two things. Secondly, you mentioned tuning R&D here. My question is a bit like in terms or relative or absolute terms, are you happy in which way with the current level, or are you changing your investment philosophy going forward? Previously, it's been relatively on the same level for long term. I'll try to summarize what I tried to convey in my presentation that the R&D is really at the heart of our competitiveness. If I look at the investments that we have been doing, for example, in the industrial measurements, where we have tripled the R&D over the past 10 years. Sampsa will give you the exact numbers, but it has been really a good investment. We continue to look at this. Obviously, we have to look at where does the future lie, where can we find the same kind of returns going forward. I don't see a change in the attitude or how we look at R&D in terms of an investment as a core creation for the competitiveness and the IP that we can create through it. Hello. Paul Dettieri, ARK Advisors. Just wanted to ask, you came in last year inheriting a sort of team of senior leaders who've been here for very many years. Could I just ask what did you feel you could bring to the business from what you've done in the past, and how did you approach the job? Yeah. First of all, I'll answer it first this way that many of my colleagues, CEOs asked when I joined that, "Okay, have you find the skeletons in the cupboard yet?" I honestly can say that no, I knew everything was out in the open, which is really seldom. It also speaks highly of the team that I inherited, so to say. At the same time, we have renewed our team. We have brought somebody who is actually focused exactly on the scalability topics, on operational excellence. We are in a process of actually bringing just kind of back to our strategy and the three key drivers to the strategy of being the people side of being in the center, a new head of HR. Renewing where needed, but I'm very happy with the team and the competencies of the team. Good afternoon. It's Matti Riikonen, Carnegie. When you talk about the R&D and the different areas like flagships and growth and emerging parts of your business, is there a big difference in the ROI that you use to basically measure the success in those investment projects? Of course, the mix in the ROI is different in terms of if you look at the flagship markets, which tend to be more mature in nature, they did tend to be slower growth, or mature by definition. There, the profitability plays relatively speaking, a bigger role as a percentage if you look in the ROI. If you look at the growth markets, it is about both the profitability, but it's also building for the future position as well. It is kind of as you have your model discounting, also thinking about the kind of mentally discounting the future returns as well when we think about the investments into those. Same way in the emerging opportunities, looking at those that where can we find the next growths like the continuous monitoring system as an example. My name is Frans Jurgens. Given the acceleration in growth that you're anticipating, to what extent is that a result of the environment being more open to your sort of solutions given the climate change that we're seeing, and to what extent is it the ability for you to accelerate the business as you found it? I would say that the way the company is positioned within the different mega trends and what the value we can provide as a company, as well as the core competitive advantages that we have, the core strength that we have as a company, there are great ingredients to speed up the growth. The importance of accurately measuring different, whether we talk about weather, whether we talk about the industrial setting, is increasing. I could talk about other mega trends, but if I just take the climate change. Being more resource efficient, who would not be interested in that? Predicting and adapting to climate change events, who would not be interested in that? If we continue to do things in a consistent and value-adding manner, I think there's great ingredients for growth. Given that environment, do you also see new competitors emerging that before weren't there or using more technology that is available now that maybe wasn't available a few years ago? Our competitive landscape, and I'll let my colleagues to answer this more in depth in case of weather environment than in industrial measurement setting, tend to be more fragmented. There is no other company like Vaisala. There's no other company who would have the breadth and the depth of the technologies that we have. I would say we are completely unique. That being said, we need to be continuously paranoid on the phenomena that I would describe bits eating atoms, which means that more and more software content is important. The interaction with measuring the actual physical world, as well as then how do you analyze, how do you use AI, how do you use machine learning to augment all those, and what's the right mix between the two in terms of technologies continues to evolve. Matti, please, we have time for one more. Matti Riikonen, Carnegie. When we talk about the high mix and low volume mastery strategy, what is really new in the strategy or in the toolbox of getting to the targets compared to 2019 when you had the CMD the previous time? Many of the themes that you discussed sound pretty familiar. What is the kind of pinpoint new thing? I think it really is, as I again said, for the entire strategy as well, that it's not really a fundamentally new strategy. It's more being more ambitious and more focused on reaching, for example, the scalability. How do we actually make the right decisions and where do we use different kinds of tools so that we can actually scale in this extremely complex environment that we are working in? Not a trivial task, but I think we have the right drive and we have, as I said, I brought in a new head of operational excellence, and we already are seeing new activities and new vectors where we are looking for this. Thank you for the good questions. Thank you, Kai. Thank you. We now have a 17-minute break, and we will continue a quarter to three sharp. Welcome back. We are ready to continue. We now move on to business area presentations, and first we hear about Industrial Measurements. Sampsa, please. Thank you, Paula. My name is Sampsa Lahtinen. I've been eight years with Vaisala, holding the same position so far. I'm really pleased to be here to tell you about Industrial Measurements. Industrial Measurements is designing, manufacturing, and delivering instruments, systems, and related services to tens of different markets and applications, and to more than 10,000 different customers a year. We have been experiencing quite nice growth through many, many years so far. Actually, out of the last 30 quarters, 28 have been year-on-year growth quarters. The only blip we had in our growth was the second and third quarter last year when COVID-19 actually slowed down the economy quite significantly. However, if you followed the quarterly releases that we've shown, we have been catching up this year. We have been catching up the lost growth during this year. I will go through now the why we are here, and our strategy, and we have the question and answer. Let's start with the mission of Industrial Measurements. Industrial Measurements is driving growth in selected niche markets where we can solve customers' problems better than anybody else. Our task is to be the opticians for our customers, industrial customers, pharmaceutical customers, et cetera, and give them the best possible visibility into their own processes so that they can optimize their processes to improve quality, to save energy, use less natural resources, and also manage their maintenance activities, whether you need to maintain something or not, as well as comply with the regulatory requirements that many of our customers really have. I would say that everything we do in Industrial Measurements is directly impacting the climate change. We are physically helping our customers to save the Earth. I would say that our handprint is much bigger than our footprint. Where do we excel in industrial measurements is actually hard conditions. We are at the top of the pyramid. We are competing in these selected niche markets where customers have really difficult things to sort out. When we say that we are solving customers' problems better than anybody else, it is not necessarily always obvious what the customer's problem is. Often, new customers come to us and say that, "Could you do exactly what we've been doing and do it cheaper?" Then we sit down and see that that is this really what is the best for you. I give you a really good example. We all have in our pockets, in our bags, we have devices in our cars, we have devices which use batteries, lithium-ion batteries, et cetera. This production has boomed during the past years significantly. It is really, really difficult process because it needs to be super dry. We are helping the customer to measure dew point, which is really low humidity. Humidity is bad for the process. The process is very corrosive. What happens is that you start measuring the process, and the process is eating up your instrumentation. Our task has been obviously to allow the customers to measure what they need to measure, but also to allow them to run the processes longer. We last longer in this type of process than our competition. We end up in a situation that we are comparing the instrument's price to price of running down the whole industrial process more often. We are distancing ourselves from the game of competing only with price. The customer's problem is that they want to run the process as long as they can and produce the batteries and not to stop it to change the instrumentation, and we are solving that problem. I will take you through the strategy, what we have in Industrial Measurements. It is actually pure product leadership strategy. We have high-mix, low-volume business, so we are not specializing in producing hundreds of millions of pieces of something the cheapest possible way. We have fantastic production, but it's high-mix, low-volume production. We are not a service business like a hotel or airlines are. We don't know all our customers. Some of them we know really well, many of them we don't know at all. Basically, what we have is a pure product leadership strategy where our products, and products means then services and systems as well, have to be basically the best. The parts of the product leadership strategy, and this is something which we have had now for several years as a base strategy that we have had, and that is discovering customer needs, achieving number one position in selected markets, and continuously creating winning products. I will take you now through all these different elements in our strategy. Firstly, if we take the discovering customer needs. We have two different types of strategies that Kai was also basically flagging. We have our flagship markets, which is high-end humidity and high-end carbon dioxide. We have been in these markets measuring these parameters for tens of years, maybe 45, 50 years into humidity and more than 35 years in the carbon dioxide. This is maybe the biggest portion of our business still. Maybe three-quarters of our business is in this field. Here we have huge base of different types of customers and we have a really good position here. We have our growth markets, which are life science, power, and liquid measurements. These are a bit newer businesses. Two of them actually have started or have been kickstarted by acquisitions. Life science market, mainly with an acquisition in Canada with the continuous monitoring system, and then liquid measurement, the latest acquisition that we have done. In all of these markets, our task is to be the top of the pyramid. We are solving the most challenging problems. Hence, when we talk about the market sizes there, it is defined ourselves so that we are taking our direct competition, so we don't go into the low-end market, not even the mid-range market. We are in the top of the pyramid market, what we are saying. All these markets we are definitely investing in. Our position in our flagship markets is good. We are well-known in the businesses, and as said, so we've been there for tens of years. As the customer base is so heterogeneous, so basically it has taken tens of years to get to that customer base. What is really important is that we are solving the issues in business-critical high-end applications. We very rarely are the main product. We are the product which basically is really necessary in a bigger system, but it is really essential. That part cannot fail. That's really important for our business. What we have is, for example, an example of our position in this market. Data centers are being built around the world. All over the world, we have big data centers being built by all the major players, whether it's Google, Facebook, Microsoft, et cetera. Data centers are being built. It's a big investment. Have the building, have the computers, et cetera. What is interesting is that in these cases, when data centers are being built, many of these really mega players, they want to protect their really valuable computer equipment in these data centers and invaluable information that they have in these centers. With Vaisala, we don't need to compete in the building automation set of that. Many of these companies have specified that when we build the data center, whoever is going to build it, they will put Vaisala in the data center to protect that the humidity and the temperature are correct for the equipment that we have in there. That is just one example of the flagship markets that we have. If we go on the side of the growth markets. Growth markets, life science, power, liquid measurements. We have both on the flagship, but also especially in the growth markets, basically, we have a lot of mega trends behind us. As Kai went through the mega trends, whether it is resource efficiency, circular economy, whether it is wellbeing or health, they are all supporting. We have not entered these markets lightheartedly. It is a conscious decision that these are the markets where we can play a role, and these markets are going to be there. What's the difference between flagship market and a growth market for us is that we do invest more heavily into the growth markets compared to the turnover that they are bringing than in the flagship market. At the same time, we are also expecting faster growth. In that sense, investment bringing us then growth. I said earlier, we are playing a small part in big picture, in big companies. For example, our success in life science, I'm really happy that we closed now the last one of these, but out of the 50 largest pharmaceutical companies in the world, all of them, 50 are Vaisala's customers. Small business critical parts of their systems. You take any of the vaccine makers, they are using Vaisala somewhere in their system. This is something where we really need to keep our focus very clear that let's play in that role where we need to play. If we go to the second element of the strategy, which is achieving number one in selected markets. Achieving number one position in selected markets. We have three elements here, which are really important, and we have changed these a bit. Those of you who have seen the strategy presentation before, there are certain adaptations to today's situation. We have now raised here customer experience as part of our growth strategy, and this is really important because when we think about our customers, we can divide them in three different groups: account management customers who we know, big customers we know they're buying directly from us. We have transactional customers who are buying from us once in a while. We have customers that we don't even know the name because they are behind our distributors. We have to understand all these customer bases and starting from the awareness of what Vaisala is to basically buying and then using and renewing the contracts. Basically, we need to understand what is happening in this customer field. This is really important for us because if we can't be the masters of this, we can't keep our position as it is. Part of that obviously is superior channel enabling global reach. We are a global company, but we do not have offices in all the industrial countries in the world. Hence, we basically need to facilitate that every single customer who is interested and who wants to buy from Vaisala can buy from Vaisala whatever way is suitable for them. We are selling directly to some of our customers. We are selling via distributors to some of our customers. Customers can buy from our online store, especially services do, et cetera. We have to facilitate all the possible channels to the customers. Sometimes they need local language support that we can't manage. We don't have any presence in that country, we have partners there. We have been investing in this very heavily during the last past years. The last part of this is that we have to have world-class application expertise. Actually, you are sitting in the midst. Here is the world-class application expertise in this building. I would claim that it is very difficult to find anywhere in the world, a place that people would know more about humidity than this building. One part of that is also that taking the customer's perspective, we obviously knew that COVID-19 is happening, but we never lost the faith. We kept on investing, and we kept basically delivering. We never closed the factory. Never closed the factory last year. We have been delivering every single order that we have received during the COVID-19. That is actually paying quite handsomely dividend later because we have our competitors' customers also having their problems solved by Vaisala today. Let's go then to the third part of our strategy, which is then continuously creating winning products. As Kai was mentioning, obviously everything boils down to the R&D. We are a fine engineering house, and we have a really good position in our markets. If we don't invest, we might lose that position. What we have been doing during the last years is we have been investing more than our competitors in R&D. It was mentioned that our R&D has more than tripled. At the same time, this investment has not been in vain. We have actually, on industrial measurement side, we have actually quadrupled our EBITDA. We have also invested very heavily in our channels. That is really key and essential part of our business. What we need to understand is that we are the physical measurement company. Basically, we are the masters of the physical measurement world, and we are building on top of that what is necessary. We have here a few parts which are really important to mention. First of all, R&D goes to industry-leading sensor and technology development, which we are doing continuously here in the laboratories. We are doing continuously, and we have some examples from past years that we can talk about. For example, vaporized hydrogen peroxide is used for disinfecting anything practically from buildings, from airplanes, et cetera. That business has been extremely good business for us during the past years. Even though it's a small portion of our business, but it's been very good business, and a little bit because of the COVID-19. Purely Vaisala's own sensor development. What is really important is also our lifecycle services. We have created many products for the customers to support their measurement needs. Actually, I'm really happy to say that when we started to sell this type of care agreements, three years care agreements, don't worry, we are calibrating or repairing your equipment if you need them. We have very high rate of renewal now when the 1st contracts have started to expire. We have four product areas that you can see here, and I have plenty of examples of them, but I will not go into them right now. What I would like to say is that our product leadership strategy, it is based on discovering customer needs, achieving number one position in selected markets, and continuously creating winning products. When thinking then that we've been relatively successful during the years, it is based on very solid ground. We do have superior technology. We have competitors trying to copy us. We are investing faster, we are developing faster than they are. We have fantastic application knowledge in the company. We are building this capability of being the best in the world with the customer experience in our business. We have global presence and reach. Earlier in the strategy, we set the global reach. I believe that we have done a really good work on that side now during the past years. We have fantastic delivery and support capability. We are the best in delivering products. We don't do anything in the inventory because all these products are per need. We don't do anything in the inventory. In standard case, if you order something Monday, it leaves the factory Wednesday. Hence our cycle is actually really fast, what we are doing. Last but definitely not least, is that we have really dedicated and highly skilled, really motivated people in the company. I would like to say this still, that when the pandemic started, we decided to keep on investing, believing that this will be over. As we have, we increased our investment in R&D and in sales and marketing organization last year. We have continued this year. Basically, when this is over, we will be stronger than we have ever been and stronger than the rest. With that, let's take some questions. It is Paul Dettieri, ARK Advisors. You mentioned that you have produced every day during the pandemic unlike some of your competitors. Could you just put a little bit meat on the bones on what that has meant with, let us say, turnover or sales or number of new customers won? Can you give us any visibility? The second quarter of this year, when we started to come out of that, was the best quarter in the business sense for Industrial Measurements ever. We broke all the records on the second quarter this year. That is not just that the market has exploded. It is because we have taken market share. We know this for sure. We know the customers we've been after. Now when they say that, "Okay, your competitor cannot deliver, would you please work with me?" We know them. Matti Riikonen, Carnegie. Could you please give an update on your growth markets, particularly the power and liquid measurements segments because it seems that, or do you feel that the chances of getting and growing them into significantly bigger than what they are today, how is that developing? Yes, thank you. That's a great question because I actually forgot something that I wanted to say. Let's take liquid measurement first. We have flagged that that liquid measurement has been a bit slow, and that is because in this business, you have to visit the customer's process. You have to take samples of the liquid that we are measuring, and many of our customers have closed everything. No upgrades, nothing. Basically now we need the world to open to basically get the ball really rolling, and we are seeing that it's happening. On the power side, I am actually pretty happy. We had a big uphill battle basically get into the business that existed already. The point how we decided to solve customers' problems, which was easy installation, no maintenance, it is working. It is working, and we are actually quite happy with the business. Maybe an add-on. When you talk about handprint versus footprint, like Kai was mentioning in the opening speech, what actually do you mean by that? Excuse me for my ignorance in English, but just in layman's terms, what does it mean? All right. Obviously footprint is that what is the carbon footprint that we are creating when we are manufacturing our products and systems. Handprint is that how much we can save from today's position using Vaisala's technology, how much we can reduce the energy consumption, how much we can reduce the waste on the resources side, et cetera. We have tried, but it is very difficult to measure accurately. Knowing what we do, I'm still standing behind my words. Everything we do is somehow improving the handprint. I understand that laymen are allowed to ask questions, so I might as well try one also. Looking forward, longer term, will there be a point when measuring the things that you measure become a commodity and others can do similar measurements? How unique is it what you do? Looking forward maybe five years, how close can the competitors come? Can you give maybe one or two examples on the uniqueness of what you do? That's a fantastic question. Thank you. No, this is something which I didn't have time to go through. Basically, what happens is that the requirements for reliable and accurate measurement are just getting harder all the time. When you are getting your 16K TV, the manufacturing process, it's more and more and more difficult. Basically, the top of the pyramid is moving upwards. Yes, we do have pressure from below, that is obviously very much depending that if something gets completely commoditized and the price is the only thing that in that segment matters anymore, basically we have to take a walk. Good enough is our worst competitor. I would say that the requirements for reliable measurements are just growing. Yes, Joni Grönqvist from Inderes. I know this is a partly a tricky question to answer, M&A and potential targets. You probably won't say, but I'm asking, can you give some picture on how many? Because as we know, it's such a niche market in many segments where you are, and geographical areas as well as product areas. We can get an understanding of if there could be any or how many companies you see could be potential target for you. Well, we continuously go through companies. Every week we are going through some company that, or we have. We have certain requirements which are really important. First of all, we don't see too much point in buying any of our competitors, even though we've seen and we've known of them being purchased or being on sale, because we don't want to go below from the top of the pyramid. That's where we are. We don't want to go lower end. That doesn't make any sense. What we are looking for is companies who have adjacent complementary technologies that we could really use. It could be just the technology, preferably company which has already an existence, et cetera, and we can build on, like we did with K-Patents. That maybe that was our entry to the liquid measurement markets. We are going through companies all the time, but it is not easy. I've personally gone through tens and tens and tens of different companies. We are picky. Hi, Matti Riikonen, Carnegie. When you talked about the channel and channels that you have developed and improved over the years, there used to be a time when the channel was still a challenge for you, a lot of things that you needed to do. So it feels like that you are very happy with your channel partners at the moment and your channel strategy. What can you still do to improve? Well, first of all, in my position, it's very stupid to be happy with anything. It's never ready. It is never ready. Also what happens is that it's not just a number of the partners that we have. We have to make sure that we have the right partners. What has happened is that we, in practically all major countries where we have distributor business, we have several distributors because if somebody is a master in the power industry, this company has nothing to do with the life science industry, et cetera. We have to have several partners. We have more than 200 partners in the world today. Might as well use the opportunity. On production, you spoke briefly about production. Can you share with us, looking at production, how many elements of the measuring equipment that you have is self-produced versus sourced in? To what extent is that a key element in the scalability that was mentioned earlier on, specifically maybe for industrial components? Is it important for you to move up vertically and integrate maybe chip manufacturing, for instance, in sensors? Are you happy just to keep on buying it in? Okay, fine. First of all, the chips are manufactured here. We have our own clean room, so we are doing majority of the key technologies, our technologies that we are manufacturing here. Really some parameters like temperature, there are a lot of supply of that. We don't need to do the temperature sensors ourselves, so we're buying them. The manufacturing of our equipment on the industrial measurement side, everything happens on this side. I think we're over time. Thank you, Sampsa, and thank you for the questions. It's time to move on to Weather and Environment. Jarkko, please. Good afternoon. After the exciting success story of the industrial measurement, let's move to the fascinating world of weather and environment, which is literally touching all of us every day. Let me highlight you a bit about the direction of the journey where we are also in to expand into new markets as well as master really the end-to-end offering, which is a bit thicker in our business versus what Sampsa just went through. Let me start just by saying a few sort of words with the number 85. Why 85 is that Vaisala is today 85 years old. We were established 1936 and invented the modern business of radio sounding that day. That is where we started. Today, our market share in radio sounding is 85% in the high-end station, so-called ground stations, which are the essential stations to measure climate change and also power, the most important parts that are needed as measurement for the weather forecasts. That I think tells a lot what we have been achieving during these years. Today, we are really the indisputable leader globally in the weather observation business, thanks to a very, very broad portfolio that is second to none, and also the global role that we play. We are every year sending our equipment in more than 150 countries, and also outside of this planet already in another planet that you have certainly heard about and also in the space stations. It's not only the measurement devices where we are so strong, it's also the software, the network, how you integrate these measurement systems and bring them alive for our customers. If we think of this world where we are in the weather and environment, I think this is also a very strong space where we enjoy the mega trends that both Kai and Sampsa have been touching here. Obviously the climate change is essential for us. Needless to say, these severe weather events that we sort of experience every day more and more violently across the planet, it implies that you want to do more accurate observations across the planet. That need is increasing. Renewable energy, I will talk a bit more about that also in the future in this presentation, but weather is really the fuel there. We know that the price competitiveness of both wind and solar energy has been developing tremendously. Not only is the climate change mitigation powering the renewable energy, but it's also the business case that is associated to those. There are many others like future of mobility when we think of autonomous vehicles, or some of you may have seen today in our field, there were drones operated. What is the environmental information that drones will need in the future when they are delivering the parcels to you? Then we have the technology migration that is going around. Sensors are getting IoT sensors in our space. There is much more data analytics that are coming in. There is migration of the systems into the cloud from on-premises, and there are new business models emerging that are more subscription-based all in all. These trends are also impacting how we think that we play and what is our strategy. In the similar way what Sampsa had, let me also highlight a bit the markets where we are in. On the left-hand side, you see really the core markets. I don't think there is a country in this planet who in the meteorological space would not have our equipment today. Aviation, we are powering more than half of the globally significant airports to do safe flight operations, more than 2,000 airports. This is really where our core is, and the left-hand side is about 80% of our business today. Over the recent past, we have been really working systematically to grow the right-hand side. This is also where we have been doing our acquisitions to build new capabilities, to access new type of technologies. Some of these markets are already growth markets today, like renewable energy. Some of these are more emerging ones, like the autonomous vehicles or drones in smart cities that I just mentioned. All in all, the right-hand side is about 20% of our business today, but this is where we see much more of these growth opportunities to come for us. If we take a deeper look in these flagship markets where we have the high market shares, broadest portfolio. What is also similar to here, as Sampsa was saying in the strategy of the industrial measurements, is that these reference-grade measurements, as we call them here, they do really matter. The customers that we have, where these are really business-critical operations, they need the highest reliability. Reliability is accuracy. You have to know that this measurement is accurate. It's also availability. You have to be able to trust that I keep on getting the information continuously. Here we are really the trusted partner of the airports, of the met agencies, as mentioned here, and we have very long-term relationships dating this 85 years back in the history. These markets as such are not kind of main growth markets. We have more or less all the countries, I guess, in the world that are needed, and they have all their met agency. The number of met agencies is not growing. We have roughly all the airports that we need, perhaps with the exception of China. More or less all the winter roads in the northern hemisphere have been built. There is not like that type of growth. However, this climate change is setting higher demands also in these pockets. We saw the unfortunate events in Central Europe with flooding, so causing new capabilities that have to be built, not to mention what is the needs in the developing countries in general. There is obviously renewals happening. You have to keep your systems up and running. There is new innovations comings. There is no signs visible that these markets would be fading away, even though the growth will not be that fast. We continue to invest here. We love these markets. They are very sort of the core and backbone of our business, but we want to invest smart. It implies that we look at the overall portfolio of investments, what is sort of reasonable to do in this business. We are assessing carefully the business impact that we get from the R&D, also think what is the right timing to go into the various ideas that we have. These are already nicely profitable businesses for us, we believe that we have ingredients and capabilities to enhance it further. We are putting increasing profitability focus also in these businesses. Actually, the overall portfolio that we have here was relatively pandemic-resistant, so COVID-resistant. However, in two pockets, we experienced a slowdown during the past 18 months. One is very natural. It's the aviation. I think that it comes without any further explanation. The other one has to be really in the developing countries, where a lot of the countries have been in a lockdown for quite a long period, implying that it's difficult for them to incubate new significant efforts. Also some of these countries, like the Caribbean islands, I think, are a good example, which have been quite dependent on tourism, have had sort of issues that what is my budget, how I can drive this type of business. I think we are now seeing these signs of recovery, and also our short-term progress with orders received, I think is a pretty good indication that eventually these markets do recover and get back to where they were before the pandemic times. This as an example, I think this is a good example to share because this is which tells the unique capabilities that we have in the weather domain as Vaisala. Conventionally, when you think in the developing countries, how they are building these capabilities, is that they are buying a weather station or a rain bucket, which is perhaps funded by World Bank or something alike. They actually failed to build a true system to observe the weather, not to mention to build the capabilities to actually do something with the measurements. What we have been building here over the recent years is something that we are calling MICD. That acronym stands for Meteorological Infrastructure Capability Development. This is what you see in the bottom of this picture. We actually have a concept where thanks to our portfolio, we have all these observation devices in-house that you need when you want to enhance your capabilities. We have the softwares that you need to manage the network, we have the capabilities to deliver the customers the whole forecasting center that is needed to run the weather forecasts. We train the met agency people. How do you do the forecasting? How do you issue the warnings to the people to protect life and property? This whole chain. They are typically, for us, multi-year projects where really this training is essential part, so really enhancing the capabilities. We have so far completed two of these, one in Bahamas, obviously driven by the hurricanes, one in Vietnam, driven by the typhoons. We just announced that we started a third one now in Ethiopia. They are typically, say EUR 15 million-EUR 25 million in size. While you could argue that, okay, hey, the gross margin is a bit lower than you would have if you would be selling pure products. These are actually pretty attractive for us since they scale from the gross profit perspective simply due to the size of these. The absolute gross profit is quite attractive for us. They are pretty complex to build, as I said, we are the only company in this space who can do something like this, thanks to our portfolio. It takes a long time to do the government interactions, see how they arrange the funding, et cetera. We have today quite exciting funnel of these type of comparable projects cooking. We are really seeing that in the foreseeable future, we will see more of these going forward. It's a very important element of our business here. Moving to this expanding markets. Here we have been really looking that what are those pockets where with our capabilities, where we could systematically focus and invest in building new growth pockets for us beside the flagship business that we want to really take good care of. I think the most notable of these, where today really the growth is realizing in significant size for us is the renewable energy. With the acquisition of Leosphere, we acquired a strong global position in the wind power, being the clear leader in the so-called remote sensing technologies. It's basically a laser-based products, which is sending a laser beam out to the distance and how it reflects back from the aerosol. The light wave is a bit twisted, and we can analyze therefore that based on how much is changed, how fast was the aerosol traveling, and therefore we understand what is the wind. We can do it in different heights. With this product that you see here on the picture, which is a scanning lidar, it can measure the wind speed and direction from a distance of 10 km-15 km. Right now we have been experiencing, for example, a boom in Japan, where a lot of offshore wind is being built. In Japan, wind lidar is the device to do it, and Vaisala is the acronym for wind lidar. We have very strong position. It's driving growth, and obviously for offshore type of things, this is extremely convenient, given the facts that you don't have to build expensive infrastructure offshore. We believe that this growth will continue because renewable energy is growing due to the competitiveness, but then also the technologies that we can offer, i.e., this type of remote sensing, will be growing in penetration. Today, the penetration globally is only about 10%. Otherwise, they are installing sort of fixed infrastructure with masts and putting in masts sort of different wind measurement devices, which is getting very expensive when your turbine heights are starting to be 250 m, and the terrains are starting to be more complex than they used to be. We see both this business growth as well as the penetration driving. On the emerging side, let me mention air quality, where we are driving a totally new disruptive paradigm as environmental measurement. Basically, we have professional-level air quality sensors, which you can populate a smart city sort of fully instead of having two expensive containers that the EPAs, Environmental Protection Agencies, usually run. With populating with this type of supplementary sensors, we can model the air quality in any urban area to a road corridor level. Opposed to having single number for Beijing, we can tell that what is the number in different roads. Then you can start your imagination, what does it imply for the new type of capabilities, how you could handle with people who are risk groups to the air quality issue. It's about seven million people that are dying every year by inhaling particles in their lungs. How you could do smart traffic management in the future in urban areas. We have, for example, Siemens is reactively working with us for their traffic management solutions that how to use the environmental insights differently when they are bringing the intelligence into the cities. There is several exciting opportunities here. Here our aim is to really, as Kai was saying, find these segments where we can be number one. Renewable energy is already found. We believe that there is many others to come. Here I also say in the last line that we are sort of powering these type of capabilities from professional measurements to digital insights, which was also my air quality example that I mentioned here. Let me show one picture when we take a look under the hood a bit, what is there. Now there is a new Vaisala sort of slang word that I'm teaching you, and that is this full-stack. I don't think it's official technology, but actually for layman's language, it may function relatively well. A full-stack means that we control this whole technology from buying silicon wafers into our clean room and manufacturing the sensors all the way on the top, which is here delivering a hosted decision support system for a customer that is running in the cloud. This is the full-stack that we have here. In the sensor, we have certainly the reference grade measurement devices that we have been doing a long time. We are really investing a lot in more professional level instruments that are also IoT based, so directly transmitting the information into the cloud. We have the system capability. Our systems can today run both on premises, as they typically in the history have done, but also equally well on the cloud. We have been working a lot to bring that cloud migration. Then we have this advanced analytics layer, and here the acquisition of Foreca B2B business was very essential. Combining that with certain existing capabilities that we have, today, we can provide through APIs. This application protocol interfaces, so basically a socket where you can plug in and get data, world-leading weather forecasts, air quality forecasts, road weather insights, i.e., what is the state of any road surface today, as well as, for example, lightning information. Then on top of the analytics, we can be building this application. It can be a closed application for an airport that typically wants to run on-premises for security reasons today, or it can be a hosted application for a road authority who will be deciding that how do I treat my road next night? We are telling them the insights, what is happening next night for your road surface at what time. Mastering this stack is not totally easy, and this has been our focus in the recent past. I would dare to say that here we are significantly ahead of any competitor mastering that fully. What comes to the security of the data, security of the software, also doing remote updates at the different layers of this stack. Perhaps still one example to share you to make it still more concrete is here from Finland, actually with Fortum, what we did. It's one of our leading utilities, and they are running here in Helsinki, Greater Helsinki area, district heating network. Obviously in the wintertime, to run this type of district heating network, you have to have the insights, what is happening from the environment, i.e., weather, at the different critical points where you are impacting how you are steering that network, i.e., how you are operationally running it. In the history, they used to trust information that was based from a public weather station perhaps 10 km away and sort of from a public weather forecast. Now what we have done is that we have installed our sensors into that precise spot, which is critical for them to make the decisions. We are making that visible for them to optimize better. Not only are we doing that, we are using the information from that sensor at that very specific location to deliver them even a better forecast than the public forecast would be because we know precisely what is happening there. We are building the AI capabilities, machine learning, that over the time the algorithms get only better and better all the time. This tells you how we bring value to, let me say, B2B type of players in how to optimize and use these environmental insights for their benefit. This full-stack is ready to scale to several verticals and customer segments as we start exploring them. These transitions also to the business model change that I said in the beginning. We are looking to increase the share of recurring revenue in our revenue mix. Software as a service, data as a service, DaaS and SaaS businesses. This Fortum case was a good case where Fortum is not interested in using CapEx to buy weather stations and maintaining and managing those. They are more interested in buying from us those insights with OpEx going into a recurring model. In some of our cases, really this model implies that we are also including the hardware, i.e., the measurement station there. Still selling that through data and with the analytics as a subscribed service. Obviously, this is pretty interesting for all. It's interesting for us as Vaisala, interesting for our customers, and I think also for you as investors, it's a quite exciting value proposal. We are also running some own proprietary networks. The most notable one is the lightning detection network. We are detecting over two billion lightning strikes every year. You can calculate how many that is every day. The accuracy in detection is 1 km, and it's improving all the time. Even when we merge satellite data from camera into our precision detection of the location, we can calculate what was the electric charge that was actually dispatched to the ground at that moment to understand that how risky that lightning strike, that single strike, was for some damages. Why these visualizations? I don't know how many of you recognize them, but they are actually from automotive infotainment head units, i.e., the main display that you have in the car. Why I love this is that there is the Vaisala brand visible. Today, every day, I jump into my car, I turn it on, I see Vaisala brand visible. We are powering today the weather forecasts inside for such company like Mercedes-Benz, BMW, Hyundai, Kia, for the infotainment weather. Some of them, we are also working already with air quality information. We are working with companies like Bosch, globally leading tier one vendor, to understand the road surface state, which they could use in the future as information how the intelligent driver assistance systems in a car function, or how the autonomous vehicles will, in the future, get information about the infrastructure where they are maneuvering in. A bit sort of emerging today, but I think there is a compelling value proposal that we have cooking. This type of business is about 10% of our turnover already today, what we are doing in DaaS and SaaS, and the aim is to grow it. Let me summarize with this. Really driving growth from new segments and from this platform business. We love the flagship markets. It's the backbone. We continue to invest there smartly. However, it's not the major driver of growth. Therefore, we are expanding to these new growth markets with novel type of value proposition, and we also aim to find these pockets where we can again become the global number one. Recurring revenue as the business model transition that we want to bring in here, and then really all that is brought into alive by having this full-stack architecture and platforms that are then scaling into this B2B domain. With this, I hope you were able to grasp the main ideas of the journey that we are in and also get some feeling of the excitement that we have as the team now in building this. We are extremely excited both for the substance as well as the purpose why we are doing it, also for the short-term opportunities, but also the long-term opportunities at hand that are emerging. Would be happy to entertain any questions that you may have. Joni Grönqvist, Inderes. I'm a bit interested in the digital services in your part. How many developers do you have in-house or how much are you buying from outside? The maturity of the people that we have is inside the company, so in-house. We are obviously growing and expanding on that side. For those purposes, we also started our second site here in Helsinki in Keilaniemi. We have a satellite office there enabled to be able to attract new software talent really tuned for that type of business, even better from the location perspective. Also growing there. Can you say how many of those is working within this? We are not going in the details, but obviously you can understand when you look at that stack, it's actually a large number of our people. If I just give you a generic number that how many people are really working on the hardware versus software in the R&D that we have, so we have more people working on software than hardware. Matti Riikonen, Carnegie. Could you give an update on the weather and air quality measurement solutions that you talked about? Where are you in the commercialization of that business? I think earlier when you talked about the topic, it was a bit uncertain who is going to pay for it. Everybody realizes that there's a need, but of course, someone has to have the money. How have you developed with that? Yeah. A great question. We are now in the 2nd generation of products here. We acquired a company, Envitems Oy, five years ago, which brought us the main seed of the capability. It was a technology acquisition. At the same time, with that product, we went out, you could say even in a lean startup type of philosophy, fast to the market. You not start learning and testing without perfecting everything in-house. Now we have launched the 2nd generation device, which is actually Vaisala-made with the capabilities that we have. Obviously it took some time, but it's now out. It was just launched in the 2nd quarter this year, and we have the next one already in the final coming, which has disruptive ideas in there. That's where we are. In the modeling side, we are currently, as I said, delivering already data to some customers. As I indicated here, I cannot go there in the details. We are further really discussing today or working to bring these forecasting elements in place so that we have really this full-stack more or less emerging right now as we speak. We have been selling these sensors mainly to cities, so different integrators who are working in smart cities. One of the big examples is saying in the U.K., an operator called VivaCity, which is making this especially for smart traffic management purposes. They are building a network in different cities and exploring, "How do I optimize my traffic flows in these congested areas where pollution is a problem?" I think this is a very typical use case. This Ethiopia large project that I mentioned here earlier, part of that will be also installing in Addis Ababa air quality sensing network. I think it's a brilliant example on these developing countries, which would not have affordability to build these conventional large containers, but which will get in a agile way, in a more nimble way, a network up and running. Coming back to your example of the heating business, heating client. Two questions on that. The recurring revenue business, as you rightfully say, something investors like, but what we don't necessarily like is that you take the equipment onto your balance sheet and then sell it as a service, whereas the client that only has operating expenses. Can you share with us a little bit how you view this business going forward and to what extent this might be. Maybe this is more of a finance question, and we should wait for the CFO to present, but maybe obviously you price the business, and so you have to have thoughts about what the capital intensity is that you're taking on your balance sheet by selling this as a service. Related question, you mentioned in the context of this example that you bring value to B2B customers. Are these contracts ever shaped in a way that as the client can show the benefit he gets from more accurate data, you get a better compensation for the services that you provide? Okay. Thank you. First of all, I say exactly to the previous last point that you asked, not yet. We are not in any sort of revenue share or value share model. Could be one day interesting, but not that far today. I cannot disclose the details of our business model, but let me say this way, that on average, we usually have relatively good margins on the hardware that we are selling, which you can certainly see in our P&L as well. Our approach here is that we are pricing the system so that we recover any hardware cost quite fast. There is a minimum duration as a customer that you subscribe to the service, therefore the payback is actually fast for us. We start earning money soon within that contract period. We are not looking to explore the Vaisala balance sheet by starting to run weather radars as a network or something like that. These are relatively nimble gadgets for us that we are thinking here, like a fast weather station somewhere. We are not worried about the balance sheet exposure right now. Thank you for very good questions. We now need to take a break that we can be back at 4:00. Please enjoy coffee. Now that we have heard about Vaisala's strategy and business area strategies, it's time to look at the business in figures in more detail. Kaarina, please, it's your turn. Thank you, and welcome to this Capital Markets Day also on my behalf, and my name is Kaarina Muurinen. In my presentation, I will go through Vaisala's financial performance. I will speak about the strategic drivers for higher growth and increased profitability. When looking at Vaisala's financial performance, we have been well on our way to achieving our earlier targets, namely exceeding the growth of 5% and then exceeding the 12% operating result. Over the past years, Vaisala's net sales has grown on average 4%. Being a technology leader, it is natural that more than 70% of this growth has come from product sales. Industrial Measurements has had a significant impact on the achieved growth results. Vaisala's net sales is well-balanced by regions. This gives us resilience when economic cycles are fluctuating or in exceptional circumstances. Another dimension of resilience is sales spread across currencies. Close to half of Vaisala's net sales is coming from EUR last year and one-third in USD. Last year, there was no other currency exceeding 10% share, which means that Vaisala's exposure to foreign exchange risk is limited. Expenditure provides comprehensive natural hedge as material purchases and operating expenses are mainly borne in the same currencies as our net sales is coming in. Namely, 75% of the expenditure is in EUR and about 20% in USD. Vaisala mitigates foreign exchange risk by hedging all material foreign exchange transaction risks. Hedging is covering order book, trade receivables, accounts payable, and financial items. We are not hedging forecasted cash flows other than our order book. Vaisala's superior products have been the driver for sales growth, while our project deliveries and services have brought stability year from year. In weather and environment, the sales growth has been on average 2% over the past two years. Renewable energy market segment has brought big part of the growth in recent years. In 2020, weather and environment net sales declined by 10% due to COVID-19 and its impact especially in the aviation market segment and also in developing markets for the meteorology customer segment. We have three different business models: product sales, project deliveries, and services. Around 60% of net sales in weather and environment is coming from the product portfolio. Around 1/4 is coming from project deliveries and less than 20% from services. This is including both field services and digital services. In industrial measurements, growth over the past years has been excellent 8% and clearly exceeding the Vaisala average target level. The growth in industrial measurements has been led by the high-end instruments as they are utilized by multiple solutions and by a wide customer base. In recent years, both life science and power industry applications have grown strongly. The growth in industrial measurements has been well-balanced geographically and in industrial measurements, product sales is dominating business model, and product sales is about 90% of the sales, and services, which include calibration and repair, are bringing 10% of the net sales. Our sales growth has enabled improvement of financial results. Vaisala's operating result has tripled since 2011. The profitability has improved by 6 percentage points. The main driver for the profitability improvement has been our gross margin improvement increasing from 48% - 56%, which means that the increase has been on average 1 percentage point per year. There are three main sources for the gross margin improvement, which come from the three different business models. The first one is the increased share of product sales. As our products have the highest gross margin over the business models, it has been very important to maintain or to improve the gross margin of our products. Our operations developing the Vaisala Production System has had an very important part in ensuring the gross margin development, and thus they have been developing scalable production capabilities, ensuring that the volume growth will be produced with less investments in production capacity. Also, taking lean methods into use and ensuring reliability and quality in our products. The second source for improvement in service business has been optimization of our production of digital services, and an example of this optimization is, for example, the relocation and centralization of our data centers. Harmonization and process improvement in our calibration and repair services that we are running in four sites in U.S., Finland, China, and Japan. Also the exit from certain low-margin field services has been contributing to the improved gross margin in our service business. The third source has been the project business model in our Weather and Environment Business. There, the efforts in developing our project management capabilities have resulted in project margin predictability. Today we can say that our project management office is delivering and implementing projects according to plans, and they are either achieving or exceeding the projected gross margins. Our profitability has improved, although we have almost doubled our R&D investment from EUR 28 million -EUR 53 million. The EBIT in 2020, when we'll exclude amortization expenses, was excellent 13.8%. This KPI is fully comparable with the EBIT% prior to 2018 when we did the two main acquisitions. On the right-hand side, you see our EBIT guidance for this year being EUR 40 million-EUR 50 million. Vaisala has a asset-light business model. The increase of assets has followed the business growth and acquisitions, the total of assets have increased by EUR 100 million since 2011. The main drivers for the increase were the two acquisitions we did in 2018, we invested in these two acquisitions about EUR 70 million. The other one being the acquisition of Leosphere and the remote wind sensing technology, the second one being the acquisition of K-Patents and acquiring liquid measurements technologies. Vaisala's annual capital investment are now expected to be back on the level we had in 2017, 2018 after we have finalized the building projects. We have invested over EUR 40 million in these two building projects, the other one being an office building in Louisville, Colorado, and the other one, this R&D and innovation center here in Vantaa. Our net working capital rotation has improved. We have clearly grown our net working capital slower than net sales over the past five years. The growth of net working capital has been on average 10 percentage points slower than the net sales growth. In addition to Vaisala's strong financial position, we have a strong cash position. Our business model delivers performance. It also delivers robust cash flow, even in challenging times as during the COVID-19 pandemic period. Over the past five years, we have generated annually an average of EUR 45 million operative cash flow. This cash flow is enabling us to have a strong and stable cash position, and our average quarterly cash balance over the same five-year period has been EUR 60 million. The strong cash balance has enabled us to maintain a relatively high investment in R&D and acquisitions, but also we have done investments in our sales and marketing capabilities. We have been investing in modern and efficient workspaces, and thirdly, it has enabled us to increase the dividend payments. We have really brought value to our shareholders with the efficient cash flow generation. In addition to the cash flow, we have increased our flexibility to fund investment opportunities. We have currently a EUR 40 million term loan, and we have committed credit facilities totaling to EUR 200 million, and these facilities include commercial paper program and then a revolving credit facility. Earlier today, Vaisala announced its increased long-term financial targets. During today's Capital Markets Day, Kai, Sampsa, and Jarkko have shared with you how Vaisala's strategic objectives will demonstrate a raised growth ambition and focus on operational excellence. Vaisala's strategy drives ambitious long-term financial targets. Our goal is to achieve an average annual sales growth of 7% and an EBIT margin of 15%. This revised strategy includes major potential for growth and commitment for operational excellence. How will this strategy execution and implementation result in improving our financial performance? Growth is having an important role in achieving also the profitability target. We have three business types, and they have different profiles for financial performance. Our flagship business will sustain and strengthen our leading position, and it is going to have a strong role in delivering solid financial performance and profitability. Our growth business will ensure rapid growth but also generate good profitability. The emerging businesses which are in the beginning of the life cycle will require investments, not only R&D, but also in sales and delivery channel development, and most likely will consume cash flow before they are ready to enter the growth business phase. The strongest growth is expected to come from our product business in industrial measurements, from the flagship products, which are utilized in multiple solutions by a wide customer base. Also from industrial measurements growth business, which is monetizing the innovations in R&D and will contribute to our strategy and achieving the profitability targets. In weather and environment, the majority of the growth is expected to be generated by our renewable energy market segment, but also the new software and digital services are in their initial phases and will be adding to the growth. The strong sales growth in these businesses would increase the share of higher margin sales and continue to generate good gross margin and contribute to the profitability target achievement. We are going to continue to develop our business model and ensure that operations across all functions are scalable. The objective with scalability is to enhance the efficiency and agility, and this will contribute to the profitability improvement. We'll have to ensure that the growth that we'll generate in net sales is not requiring the same amount of resources in our functions, in sales, marketing, admin functions. Our operations are also in an important role in scalability because they will continue developing their Vaisala Production System and further improve the utilization of production capacity. You ask that what is going to change, and I'll see one big change in the production, which is the complexity of the new products, and building the capabilities of the production for those complex products and ensuring that we maintain the same cost of goods sold level as we have had for the other products. It's also continuity of the use of lean methods in the management, in the issue resolution, then teaching the organization how to develop processes, how to do everyday improvements in the process. Nurturing quality and reliability because our customers value quality and reliability, and we have demonstrated even during the COVID-19 that they can rely on our deliveries working, and they can rely on the high quality level. In order to achieve scalability and meet evolving business requirements, continuously developing processes and related applications is important. We have done good progress in renewing processes and applications in our customer interface. We have already renewed our customer relationship management and configure price quote applications. This summer, we'll kick off a big program where we are going to renew our ERP reporting and analytics applications within the next one and a half years. These all, which are investments and require us to focus on these developments, will create further capabilities and further opportunities for scalability, and also improving our process quality and harmonization. Achieving our long-term financial targets would bring continuity to shareholder value creation. Continuity is very key when we look at the past, where we have been able, since the end of 2010, to create total shareholder return of 360%, which is corresponding to an average annual increase of 15%. Clearly over-performing the benchmark index, which at the same time has increased by 10% annually. The total shareholder return has been achieved by quadrupling our share price and ensuring capability to pay EUR 2,230 million dividends since 2011. In summary, Vaisala's revised strategy demonstrates higher growth ambition, targeting to achieve an average 7% annual growth. We are really committed to strive for the 15% EBIT margin. Vaisala wants to ensure continuity to shareholder value creation. Now, we have time for Q&A. Any questions to Kaarina? Who would like to start? Matti? Hi, Matti Riikonen, Carnegie. Regarding your growth target of 7%, I was just wondering, does it assume higher than 2% growth in the Weather and Environment Business? We haven't broken it down by business area. Our goal is to ensure that we are successful in the high-growth areas, which we have said that they are the product sales, both in the flagship and the growth business in Industrial Measurements, also the renewable energy and in Weather and Environment. Of course, we start from small in the software and digital services, but that is important, especially from the profitability perspective, because the SaaS and DaaS businesses have a pretty high gross margin. Joni Grönqvist, Inderes. Continuing on the same theme as Matti there. Just to double-check, when we see the presentations today on market growth in the different segments, so it seems like you're still or aiming to grow faster than the market, or just to double-check, is there any inorganic growth in this growth target? No. No, there is no inorganic growth. On the profitability, just to double-check, you expect on average 15% during the whole strategy term between 2022 and 2024 and not at the end of 2024? We expect to achieve 15% EBIT level during the strategy period. Achieving 15%. We are on the way there. Okay. That's a good clarification. I think I understood it other way in the text, so thank you. Thank you, Kaarina. I think it's time for President and CEO's wrap up. Kai, please. You try to get rid of. Now I'm stuck. Sorry about that. Here we go. COVID-19 times. Let me try to summarize very briefly before opening up for Q&A for the entire management team. I hope you've heard that Vaisala is a company with a clear purpose. We solve business-critical problems, challenges to our customers, and while doing this, we make them more sustainable. We have unique competitive advantages very hard to copy. That is the expertise in high-mix, low-volume environment, and the very, very deep technology mastering of our measurement technologies, the entire stack, as Jarkko put it. If I were to just kind of on one sentence conclude what we tried to convey today, Vaisala is a growth company with clear targets, and we always aim to be number one in the markets we operate. Now I would like to invite my colleagues up here, and if you have any other questions on any topic, we would be more than happy to answer. Anything you would like to hear more about or get some clarification? Here's your chance. Just a clarification. We actually discussed this a little bit already on previous Capital Markets Day. Your production unit has also been presenting here. I just wanted to double-check that the good improvement we've seen in recent years from the production, that it's not ending here. It's still continuing even though he is not presenting here today. No, absolutely so. Great question. There was no hidden message whatsoever not having Vesa here. I hope that we conveyed, both Jarkko, myself, and Sampsa, the great capabilities and achievements by our operations. It definitely is not ending here. We are striving forward. As Kaarina said, some of our new products are even more complex to produce, even more complex to make. I am extremely proud of our operations, by the way, on the capabilities that we have demonstrated now during the COVID-19 times, especially now with the shortages of various different kinds of components that the entire world is experiencing, the fact that we have been able to deliver against every single order that has come in. It really speaks louder than any words. We have one online question here. This is about R&D investments, and the question comes from Marcus Rulande. You spend more R&D than most companies. Have you considered capitalizing it, and how do you evaluate the productivity on R&D? Maybe you, Kai, start, and Kaarina can complement. I'll start, then I'll let Kaarina to comment on the accounting of the R&D. As we said, the investments on R&D has paid us well. The industrial measurement is a case in point. We tripled our R&D investments over the past 10 years, and we quadrupled our result on it, so it really has been paying us off really well. We look at it, as I said in my presentation, as an investment. It is not a cost. It's an investment for us, and we try to optimize it both short-term and long-term. In terms of how do we account for it, currently we have decided that we are not capitalizing R&D. I would say what speaks for it is also how fast it has been paying back. I believe that the way we have been accounting is absolutely the correct one, but I'll let Kaarina to give her view on this. Yeah. We have a couple of times gone through the interpretation of the capitalization rules, and every time, we have concluded that we are better when we are booking our R&D expenditure in operating expenses. There would be only so small share that we could somehow argue that could be worth capitalizing. Typically, investors like when you are not capitalizing R&D. Yeah. If, for example, the share of software platform revenues would someday be significant, then I think we should reconsider. Yeah. As they are still relatively small in the portfolio, this is where we are today. A cultural question, if I may. Looking at the numbers, how they develop in the two divisions, at the growth rate that they're growing, will be a point when Industrial is bigger than Meteo. Given the historical roots of Meteo in the business, I'm sure that there will be some sour faces and some happy faces in the business. Can you share with us a little bit how these two divisions operate among each other? Also maybe from a finance point of view, how do you allocate the capital between the two? Growth is one thing, and the return is another thing. Maybe you can share with us how you look at it in general terms. Thank you. A great question. We run the businesses, so Jarkko and Sampsa are responsible for their respective businesses. That being said, one of the secret sauces for the company is the community inside of R&D. As I said, we have multiple of the, for example, the embedded software platform that we use across the company, across the two units. There is a culture where we bottom-up create, which is really culturally hard to replicate. We create these synergies. If somebody asks, "Can you help me?" Irrespective of which business unit you belong or business area you belong, that help will be given. The sense of belonging into a common community is real strong, especially in this building. I don't see the sour faces. I think it's more having a clarity, what is expected of me, what is expected of the business I am contributing to. People are also rotating from one area to another one, so it's not like you are stuck your entire career in one place. We try to grow our people as well. On the capital allocation side, I think that's a great question, and that's something we are trying to do together inside of the Vaisala management team. We are trying to look at the entire business and allocate the capital to where it pays off the best. It's not like there are quotas for the individual businesses, but we are trying to look at it as one team to look at where do we allocate the capital, both shorter term when we do annual plans, as well as longer term when we look at, for example, the things that we communicated today. Perhaps just to add there briefly, a flavor being potentially a sour face here, if I understood your question appropriately. I think the two businesses that we run are sort of adequately different, that there is a different outset, there is a different market, there is a different sort of play, which we play. I don't, at least personally feel among the teams, that there would be somehow sort of unhealthy competition or being jealous or something like that. That I think helps for it. As Kai was saying, there is a lot of collaboration happening deep in the organization, which I think is enforcing it. Obviously we are extremely happy in a way for the financial performance, what industrial measurements have. It has certain benefits also on that side. There is no reason to see it differently. Anything you would, Sampsa, like to add? I think that as far as the synergies are concerned, obviously one of the major ones is R&D and the technology platforms. On top of that, obviously our operations. Vaisala Production System basically is serving both of us really fantastically well. I think there is a lot of. And we have actually a lot of exchange of people between our units. If I can follow up. Would you mind sharing with us which elements of the two businesses are managed as one? Finance, administration, and the likes, and which are separate? Looking also at sales, for instance, where you have offices, do you always have the two divisions in that office or maybe just shed a little bit of light on what is shared and what is unique? Yeah, I'll give you a high level and then I'll let my colleagues to actually correct the mistakes that I may make. DNA is shared, it's a shared service. Finance, communications, HR, IT. Legal. Legal. Even if there are named people inside of those which are supporting the respective businesses. Operations, as Sampsa said, is a shared entity where the expertise is grown inside of the shared operations instead of dividing it up into two sides. Even if we have a named, like here in the next building that way, two separate locations. It's 1 big hall, but there's the weather factory and there's the instrument factory. They have a little bit of a different cycle times and so on. Again, there's a shared learnings between the two units. On the locations geographically, where it makes sense, it's a shared location, and where it doesn't make sense, it's not. Again, we are looking very pragmatically this, that what makes sense, we share locations. Sometimes for competence acquisition reasons, it might be only a Weather and Environment site or only a Industrial Measurement site. I continue here that what is separate is because of practical reasons. Our customer bases are separate. They are completely separate. We don't have overlapping customers practically at all. We have some channel partners which might serve both parties, but the customer bases are separate. Completely separate sales organizations, the marketing is separate. Jarkko's side has projects. I don't have projects, he has service organization, BCS for the projects. The calibration repair service is serving both sides as well. R&D teams are different. Obviously. Creating the products. In addition to production, we get synergies from our systems and processes because what is generic is product sales and services. Those can be built on Vaisala level. What is unique is the project business and the building the project delivery capabilities in the systems is weather and environment specific. Otherwise, the processes are commonly shared. Obviously when we are in the different countries, I think about 30 countries where we have physical presence, the people sit in the same offices if they happen to be in an office location, for obvious reasons. Something else on your minds? If not, I would like to thank Kaarina, Kai, Jarkko, and Sampsa for very interesting presentations. Thank you for very good questions, and I look forward with the interactions with the entire team and yourselves in the future. Thank you