Today, I'm pleased to present Ulf Lilius and Niklas Enmark and Clein Ullenvik. For the first part of this call, all participants will be in a listen-only mode, and afterwards, there will be a question and answer session. I'll now hand the call over to Ulf. Please begin. Thank you. We move to slide two. First, I would like to say welcome to our web meeting presenting our interim report with my colleague Niklas, Executive Vice President and Clein Business Area Manager for Alligo. Slide three. Just a glance, Momentum Group is today operating with a decentralized business model, where our two business areas are operational, independent of each other, our total turnover is around SEK 97 million. If we turn to slide five, I will give you some highlights from the report. Sales and earnings for the majority of the group's operations developed positively during the second quarter after the slightly more tentative start of the financial year. The EBITA for the entire group increased by 38% during the quarter. In the Alligo business area, the integration worked between TOOLS and Swedol continuously in order to achieve target synergies and economies of scale over time. They work with the joint product range with new purchasing agreements and the introduction of our own product brands, and the co-location of stores is progressing according to plan. In the Components and Services business area, our work continues with acquisition-driven growth, and the four businesses we acquired during the first quarter of the year are now integrated into the business area and contribute to both sales and earnings development. Many of the group's customers have also indicated that they view the outlook for the rest of the year positively, which gives us hope for continued volume increase. Despite the positive signals we see from customers and suppliers, there is still uncertainty in the outside world and in the group market. There's currently a demand surplus for certain product areas, which in combination with material shortages and global logistics disruption, leads to clear price increases in a number of areas, as well as in raw materials and transportation. If we go to slide six, Clein will give you some highlights from the Alligo business area. Very good. At slide six, you end up at Alligo, and we had a growth of some 4% in the quarter, and first half year, 3% growth. We see positive sales trends in all markets, but we have to bear in mind that we compare with a period last year heavily affected by the COVID-19. EBITA increased from SEK 122- SEK 167, 37%, and the EBITA margin landed on 7.7%. The integration of TOOLS and Swedol continues according to plan. 15 stores co-located in Sweden and Norway, some 15 more to follow. We have now worked in the setting together the product offering, and that is in place, and that will be rolled out starting this autumn. It will take some time, but it will start the rollout. We continue to look at the logistics operation in Norway. We've come quite far as we communicated before closing down the regional warehouses. Page seven, and back to you, Ulf. Thank you, Clein. If you look at the Components and Services, both sales and earnings development in the business area were positive during the second quarter of the financial year. Net sales for comparable units in the business area increased by 19% during the quarter. The businesses acquired during the first quarter contributed with SEK 70 million in sales. EBITA increased by 47% for the quarter, corresponding to an EBITA margin of 12.6%. For the full reporting period, EBITA increased by 18%. Increased sales measured for improved efficiency and higher margins and a good product mix contributed to the strong profit development and also the flexibility and mitigate of the price increases. We are already seeing interesting collaboration opportunities between our new companies and our existing operations. During the quarter, a new organizational structure was introduced to strengthen the focus on growth, both organically and through acquisitions. If we go to slide eight, the group in summary, the revenue in total increased by 6% during the second quarter. For the full reporting period, the increase was 3%. EBITA increased by 38%, corresponding to an EBITA margin of 8.4%. For the reporting period, EBITA increased by 17%. The investigation of the prerequisites for splitting the group into two separate listed companies proceeds according to plan. Advisory cost affecting the result in the period was SEK 2 million. The measures that we have taken continue to make a positive contribution to our earnings development. We continue to generate a strong cash flow. This gives an increase in return on working capital from 29%- 33% for the rolling 12 months period. The equity asset ratio was 39% at the end of the period. I now hand over to Niklas on slide nine, who will give you some about the cash flow statement. Thank you, Ulf. On slide nine. My name is Niklas Enmark. I'm CFO at Momentum Group. As I have mentioned these last quarters, we have taken a vigilant approach relating to our cash flow and liquidity situation during the pandemic, making sure that the decrease in revenues was met with a corresponding decrease in working capital and thus contributing to our cash flow. It is therefore very reassuring to see that we continue to show a strong cash flow also in the secondnd quarter, when we meet a stronger demand and thus also an increase in our revenue level. This last quarter, our cash flow from operations before working capital changes increased to SEK 308 million. Adding to this, an effect from working capital buildup of SEK 37 million means we generated SEK 271 million in cash flow from operations this quarter and SEK 486 million for the first half of the year. Our cash for the rolling 12-month period amounted to approximately SEK 1.2 billion, corresponding to cash conversion adjusted for effects from IFRS 16 of approximately 135%. Coming back to the working capital changes this last quarter, we see sequential development compared to the first quarter with a buildup of accounts payables as well as inventory. Adding to this for the second quarter was the increased level of accounts receivables attributed to the increased level of revenue. Effects from IFRS 16 contributing to depreciations impacted operating cash flow by SEK 92 million for the quarter and SEK 185 million for the six-month period, which is then reduced by the same amount in the cash flow from financing activities. As I mentioned before, our level of CapEx is high today than before the Swedol acquisition of the CapEx during the period. The largest part has been attributed to the finalization of the renewable logistics facility as well as to adaptations and IT-related investments in the business area Alligo. If we turn to page 10, you see some selected key ratios for the rolling 12-month period. Our top-line revenue stood at approximately SEK 9.4 billion for the last 12 months. This means that compared to pre-pandemic levels, basically then in March of last year, we have lost approximately close to SEK 300 million in turnover. Despite this, our EBITA level is close to pre-pandemic levels, and our EBITA margin is higher. This in turn is due to the hard work increasing our gross margins and also good cost control during this period. We have been able to generate good cash flow from operations, which here also can be seen in terms of the increased return of working capital, both through increased EBITA margins, but also from the fact that our working capital turnover has increased close to 5x. I'm especially pleased to see that we have increased our inventory turnover as well as our positive net between our days of payables and days of pay of earnings during this period. Our financial position continues to be strong. Operational net loans liabilities amounted to approximately SEK 1.3 billion at the end of the quarter. In relation to EBITA and adjusted for the effects from IFRS 16, our net debt to EBITA stood at 1.7 by the end of the period. Cash and cash equivalents, including unutilized granted credit facilities, totaled SEK 1.4 billion end of the period. Related to our other external financial objective, our return on equity was 12%. This measure is of course affected by the restructuring reserve of SEK 97 million during last year, of which SEK 76 million is remaining at the end of the period. As Ulf mentioned, the equity assets ratio is strong with 39% at the end of the period. Coming back to you, Ulf. Thank you, Niklas. If we go to slide 12, I give you some focus on the short to medium term, and then Clein will come in and give you some information about Alligo. Our three main focus areas in the short to medium term in order to take the next step in our development is of course the integration and merger of TOOLS and Swedol in the business area Alligo, as well as always continued development and improved efficiency in all our units. As well as to mitigate the demand surplus for certain product areas, which in combination with material shortages and global logistics disruption lead to clear price increases in a number of areas, as well as in raw materials and transportation. The third important component of services is the acquisition-driven growth strategy. We have a strong financial position, and we are increasingly building a good pipeline in this business area where we will focus on our M&A activities going forward. I will get back to this later on. If we go to slide 13, Clein will give you some information about Alligo. Thank you. We are back at Alligo. We have now carved out the core values, and they are being implemented throughout the business area. It sounds perhaps fluffy, why do you talk about the core values? It's a very important cornerstone for us building this company, that we have the core values in place and everybody in each and every little entity is working with that to the management team as well. We have handbooks working with the core values, really defining who we are going forward. Now we have the most important cornerstones, the pillars in place, mission, vision. We will detail the strategic objectives in the beginning of the autumn, but the core values together gives us a good foundation to build on for the future. We are continuing to the preparations of a new ERP system for TOOLS in Sweden. After that, Norway will follow. Everything is moving along nicely. During the quarter, we had quite an extensive ISO certification process. Some 160 entities were audited, just 30 days. It's ISO 9001, 14001, and 45001. Sweden and Norway now in total will be under the same ISO umbrella. Local integration of stores and sales forces continues as planned. Smart services are being rolled out. We see an increasing demand from our customers for these types of services. As I mentioned before, consolidation of suppliers and product ranges are ready for rollout. The rollout of proprietary brands from the original Swedol is moving along nicely into the TOOLS system. Slide 14. Back to you, Ulf. Thank you. Yes, that's mentioned the main focus of the business area is to grow through acquisitions. With more than 100 years of continuous development as our corporate culture, we're looking for more businesses that possess a number of important characteristics and that can contribute to our future development. Acquisition targets should be able to achieve long-term sustainability, profitability, and growth, and have a committed and proven management with the willingness to improve in a decentralized environment based on simplicity. If we go to slide 15, and what I told you, we have gone from two to three main focus areas. We focus on Components and Services, Technical Services, and Specialist Companies. Based on this strategic focus, we have so far been able to add five interesting businesses with a total turnover around SEK 300 million. After the last acquisition, the business area has now a substantial turnover in both our focus areas, Components and Services, also the Specialist business. The acquisition pipeline continues to look interesting for further development, hopefully we will be able to travel in the Nordics to meet companies after the summer months. If we go to slide 16. Yes. Of course, in addition to the priorities of the operations above, we have in the group management that Stig will announce, got to investigate the possibilities for splitting the group into two separate listed companies. Of course, the purpose is to strengthen each business area and achieving its ambitions in the best way, and thereby creating increased shareholder value. The board intends to provide additional information of the result of the assignment during the financial year. If now turn to slide 17, we go over to Q&A. Thank you. If you do wish to ask a question please press zero one on your telephone keypad. If you wish to withdraw your question you may do so by pressing zero to the cancel. There will be a brief pause while any questions are being registered. We have a question from the line of Karl-Johan Bonnevier from DNB Markets. Please go ahead. Yes, good morning. Very encouraging development in Q2. Congratulations. A couple of questions on your outlook statement, Ulf, where you obviously sounds very positive that Clein are coming back asking for bigger volumes, and I know what kind of nice impact that normally have on your operation if you get volumes going. You had two disclaimers there, one being the supply chain and the other being, say, the escalating inflation of your input of goods, so to say. How do you see being able to cope with those and balance the challenge, so to say? I will answer for Components and Services, and then Clein can take Alligo. Okay. In Components and Services, we continuously have an outlook of what kind of products do we have in stock, what kind of product is running. What we did here a couple of months ago, we purchased up our stock with SEK 30 million-SEK 35 million in order to be first in line with our suppliers. We continuously have a special task force that are sourcing products all over the world to meet the prerequisites of our customers. Also then, of course, we're handling the price increases by increasing our prices ourselves. We still see that it's a big tailwind on the demand, even during the summer. You can give us some notes about Alligo, Clein. Yeah, we've said even if it's frustrating if you have stock outs in certain products, especially if they are private label ones, that's really annoying, but we can always provide the function. If one brand is out of stock and there's a sudden problem in the supply chain, we can always provide the same function, the same product with a different brand. It shouldn't affect the customers. It's annoying, especially if it's a high margin product, but we will keep the customer safe. We can always provide the function they require. As per the inflation question, we are big fans of inflation, and we have a good history taking advantage of that. Inflation is good as long as you manage to push prices further in the value chain and have a good history of doing that. We see that as a positive thing actually. Sounds promising. Yes, on that note, I'm not sure if that affects you too much, so to say, but obviously all the clients, I guess, also see this supply chain challenge, and I've heard suggestion that there might be, say, now an over-inventory building up in the customer level and trying to take early deliveries and so on to be able to meet these potential challenges. Is that something you have seen as well that might say if things normalize, then might suggest that we should also have a headwind from a normalization there? Yes. From- Yeah, go ahead. You start. No, you start it. Okay. Yeah, for the Components and Services, a lot of our product is stock keep at our customers. Of course, during the 2008, 2009 decline, they really lowered their stock, and they have not increased it so much than it was that time. Then also during COVID-19, everybody's taking down their stock. We see also a build-up of our customers, and we also see a demand from OEM customers, which we normally don't serve. They're also calling and trying to get products from us. I think the question is more related to your business also. We are in the things that need to be consumed quickly, and I have not seen any stock build up. I think that the question is more related to the components business. Sounds logical. Clein, coming back to the update you gave on the integration, it seems like you are back even more on track now than you might have been in Q1, obviously seeing the benefits from volumes coming back, having a very nice margin impact. If you look at the integration project, I took your answer to the last question a little that you're still running slightly behind on own brands, maybe also if you could give some sort of color on what kind of client feedback you have got from these kind of, say, integration work where you have been successful in joining the sales forces and the store structures in different systems. How do you see volume developing there? No, in general, all integration activities are going just according to plan. As per the private labels, yes, there we had an effect, as we communicated earlier. There was the Suez Canal and there was so many other lack of containers, I think, that had us to move a May launch of some private labels into the TOOLS system being delayed until August, September. There we had a little delay. When it comes to store locations, we are even a little bit ahead of plan and negotiation with suppliers and so forth. Everything is going just according to plan and with a few months delay in the private label rollout. So far it has the same pattern. If you move together two shops, initially you have a slight drop in sales and then it picks up again, just as when you start a new shop, it starts slow and then it picks up. We see the same pattern, which gives us high hopes for the future that the remaining 15 shops will develop nicely as well. Any early feedback on TOOLS customers acceptance of the Swedol brand names? Yes. We started with the Gesto shoes. We were anxiously looking at the development from different perspectives because suddenly our given need of the sales force as we had a loaded gun because they are the products with higher margins and can we as a sales force keep that margin? It has been rolled out nicely, a well-controlled process. It has been well received by the customers and had a nice sales development. The first product range we rolled out had a good start, which is also important, of course, going forward. It doesn't start with a failure. It will be difficult to come back with other brands, but it had a good start. Excellent. Niklas, just to come back to your reasoning around the working capital. Looking at, say, organic growth coming back now and volumes going up, these supply chain challenges. Should we expect a headwind here really coming over the next, say, maybe two, three quarters to then normalize at the new level after that? Or how should we see it? Well, I think you are on the point there, Johan. Looking at historical levels, of course, when we have this shift in revenue from some of the decrease that we've had during the last year, last quarter, we had a slight positive growth and then this quarter we had even more growth. Of course, that over time means that we build up working capital. What we have seen is this sort of traditional pattern that we increase our accounts payables and also the inventory, and then we grow our accounts receivables. I think that from our point of view, we are really sort of working with these questions and trying to manage the working capital. Of course, over time, it's very difficult to grow in terms of revenue with a decreasing working capital situation. I think that we are going to see a build up of working capital, but in terms of sort of working capital in relation to sales, that's predominantly what we measure. I think that we can, over time, continue to decrease that level as we go forward as well. We have seen a decrease over this last years. I think that we are now below 20%, which I think is sort of a very good level. Perfect. Had a very good move in the R/RK here of late. I guess that should continue. How does it look when you break it down on the two units? I couldn't find that at least in my early look in the report. It should be in the report. Yes. You should have it in the report there, Johan. Rolling 12 months. Let us look. If you have the numbers on top of your head, I'll take them inside. That's perfect. Yes. If you look at page five, you have it for Alligo. It's 29% return on working capital compared to 26% for the corresponding period 12 months down last year. On page six, you have it for Components and Services, which is now 67%, an increase from 60% the corresponding period one year ago. We see an increase in working capital return on both business areas, which is extremely good. There is a difference. There is. In the quarter, Niklas, was there a big release of restructuring reserves? We have a remaining reserve of SEK 76 million, as I mentioned. That means that we released SEK 11 million during this last quarter. Excellent. When you now dug into this split that has been proposed, have you come across anything that might be a deal breaker, so to say, in the process up to date? No, we have not. As I mentioned also before, when we splitted the company to Bergman & Beving and Momentum Group, we made a setup that we were not so combined together so that we can eventually make another split in the future. We took a little lesson from the last time. Sounds promising. The idea is still to be back in the second half of this year with more firm details on how it can happen and when it can happen? Yes. Last time, we will continue to work during the summer to try to tie up the loose ends that we have, and then hopefully in the autumn, September, October, maybe we can make some new information about. Excellent. Looking forward to that. Take care and have a good summer. Thank you. Thank you. Cheers. Bye. As there are no further questions, I'll hand it back for any closing remarks. Okay. Thank you very much for listening, and do not hesitate to contact us if you have any more questions. Thank you and have a good summer. This concludes our conference call. Thank you all for attending. You may now disconnect your lines.