Thank you, Katharine. Ladies and gentlemen, very welcome to this first Capital Market Day for CTEK on behalf of CTEK's management. My name is Johan Menckel, and I'm the Chairman of CTEK. I'm also the Chief Investment Officer at Latour, who is the largest shareholder of CTEK. A few words about Latour and why we invested in this very, very good company. Latour is a mixed investment company. We have the main shareholder position in 10 listed companies, and we also have six quite large wholly owned businesses and one smaller company where we have a couple of smaller companies where we basically build new platforms. At Latour, we have a very long-term perspective. We look for business-to-business companies that are supported by megatrends. It could be electrification, urbanization, digitalization. We look for companies that have proprietary products, as we say, basically meaning leading products, both in terms of technology but also in a position in the value chain. We also look for companies that have the opportunity to grow organically, geographically, but also through M&A. We are also very picky on the management of the company. We really need to have the best possible management, and also the company that we are invested in should also have a strong record of financially healthy history. These are basically our kind of main criteria when we look. As an owner, we are industrialists. We want to take an active ownership, meaning that we want to have the position in the board, ideally as a chairman. We also support our company, and also make sure that all our companies, the listed portfolio, but also the wholly owned companies, interact and make use of the family of the whole Latour family. There is a lot of commonalities between our companies, and there is a lot of benefits to work together with CTEK and some of our wholly owned companies or CTEK or some of our listed larger companies, as for instance, as ABLOY, who was a small company at one point of time. Through a very long journey of organic growth, but also through successful M&A, they are today the leading company in their niche. Why did we invest in CTEK then? Yes, the reason is really very straightforward and simple because CTEK does really fulfill all our criteria. CTEK is supported by really strong megatrends, electrification, urbanization, and also digitalization. CTEK has a very strong product and a global brand, and also are very well positioned globally for taking on that growth, but also to taking on adjacent markets, which we will hear today from Henrik and the team, what are the new, so to say, opportunities for CTEK to grasp. CTEK also has a very strong management in place, a long history of a very healthy financial performance, but also a very strong position in your value chain. Basically, CTEK does fulfill all the criteria that are important for us at Latour. We are a very long-term owner. I mean by that meaning that we do not want to sell the company that we own. We just, because we believe so much in them, we want to own them for a very long time. CTEK is absolutely a company like that. Of course, since the IPO a couple of years ago, the first period was quite hectic. There were some issues for the company. We, of course, acknowledge that, but we are here long-term and we believe in this company. We believe in the value position they have and where they are in the market and the product. We, of course, supported the company at that time. I am very pleased with the hard work that the company has done with the management, Henrik and the team, in creating first stability and then making sure that we have profitability. As Henrik will present later on and the management, we are entering into a profitable growth phase. I think I'm very happy and impressed by what the company has done during this quite challenging first year as a listed company. We have a lot of faith in this company, and I'm very happy to hand over to Henrik and the rest of the management team that will present for you basically how they will grow this company, not only where they are today, but also where we have identified in the strategy very attractive new market opportunities where CTEK's competence and footprint fits very well to capture those opportunities. I'm here during the day and during the break. If you want to ask the shareholder any questions, I'm happy to answer these questions. That was what I'm going to say. Yep. Thank you. Thank you so much, Johan, for those words. I'd now like to welcome to the stage our CEO, Henrik Fagrenius, who will walk us through CTEK's journey, achievements, and strategic focus. Over to you. Thank you, Katharine, and thank you, Johan, for the kind words. Welcome to CTEK's first Capital Market Day. For the ones who don't know me, my name is Henrik Fagrenius, and I've been with CTEK for a short of two years. I have a background working 19 years for Scania when I was the CEO for LEAX Group, a supplier to the automotive industry. Before joining CTEK, I was President EMEA for Dometic. Today, we are going to talk about CTEK's future. Before we start, I would like to spend some time to talk about the past, what has built CTEK as a company and our cornerstones: innovation, trust, and passion. It all started in a small village called Vikmanshyttan in Dalarna. This happy man, Bengt Wahlqvist, invented the first smart charger with pulse technology. This revolutionized the charging industry, and it's that innovation that we are built upon. Innovation takes place in Falun, in Norrköping, and in Shenzhen in China. We are developing all our products. We are testing them. We are verifying them so they have the right quality. Innovation is important, but so is quality to create trust. We are trusted. There are more than 50 premium vehicle manufacturers that are trusting us to supply their chargers. The first customer in this segment is Porsche. They came to us in 2003, and we are still doing business with them. More than 20 years. I think that speaks a lot about the innovation and the quality that we stand for. During my almost 30 years in automotive, I've never seen a supplier being allowed to put their brand together with a vehicle manufacturer. Lamborghini powered by CTEK. I'm immensely proud to have that, and I think it speaks a lot about the trust we have. With innovation and trust as a foundation, CTEK has built a very strong consumer brand globally. This would not have been possible without the passion from our employees and our dedicated customers. We call it the CTEK family, and Frederik will talk more about that later on. For those of you that are new to CTEK, this is what we do. We have two technologies: low voltage, where we're selling chargers for 12 volt and 24 volt. We're selling them mainly in four different segments: consumer segment, client brand, which I spoke about earlier, workshop, some bigger chargers, and integrated solutions. The other technology is EVSE, where we are focusing on destination charging. During the break, you can see some of our products around here in the room. Go and have a look at them. Why, how does our customer look like? We are focusing on niche segments. A typical CTEK customer has more than one CTEK charger. He or she is using it to charge a 12 volt battery in a motorbike, a sports car, a caravan, or a recreational vehicle. We are focusing on these niche segments because the users appreciate the quality and are prepared to pay for it. Of course, we're selling to daily drives as well, but our focus market is that one. On EV charging, we are focusing on big parking operators, energy companies, and charge point operators. Those are really appreciating high uptime and the robustness, and they are also willing to pay for it. We are not focusing on home charging because it's a lot of competition. It's not as technically complicated, and the willingness to pay is not there. This also means that we are less dependent on new car sales or EV registration. All our segments that we're focusing on are growing faster than GDP. Coming to our financial development, Johan mentioned that it has been some turbulent times. Yes, but until 2020, we had good growth and healthy margins. Then something happened. There was turbulence. We entered into the EV charging. We had a big contract with General Motors, and then the pandemic hit us. If we look at the different technologies, there is a mixed picture. Low voltage, stable growth, very high margins. Electrical vehicle charging starting good with the margins and growth, but then deteriorating margins. That was mainly due to the project with GM, but it's also an industry problem. So what have we done? One and a half years ago, the management team decided on this three-step strategy. The first phase, stability, then profitability, and then profitable growth. The first phase, we reduced our number of employees from 300 to 210. We cut our OpEx, we halved our CapEx, and we reorganized the unprofitable EV charging business. This meant that the result of this was positive cash flow. This phase we left a little bit more than a year ago, and then we moved into phase II. There we have been focusing on organic growth. We have put a lot of focus into our retail organization, focusing on profitable customers. We have discontinued unprofitable business, that is the GM business, and we have now a very stable financial situation. We are ready to accelerate. We are ready for profitable growth, and we are going to take the rest of this meeting to discuss how we will do it. Battery charging has always been in the heart of everything we do, and it's our core competence. Ever since Bengt Wahlqvist in Vikmanshyttan invented the first smart charger, we have been keeping on inventing and developing the company. Battery is the future. I firmly believe that battery will play a very big role in our future life. By leaning on our cornerstones, innovation, trust, and passion, we will be part of this. This morning, we released our new financial targets. The big change is that we now put a date on when we will reach them: 2028. We will reach SEK 2 billion in sales. We will achieve an adjusted EBITDA margin of 20%. We will have a net debt that is below three. We are already there. Today it's about two. We will assure that we have a possibility if the board and AGM want to divide 30% of our net earnings. How will this happen? Our current offering is in premium chargers. The total market is about SEK 6 billion, and we have globally 10% market share. Our other category is EV destination charging. That addressable market is SEK 15 billion, and we have around 1%-2% market share. We are now introducing two adjacent product categories: Premium Booster and Power Solution. Premium Booster has the same addressable market as our premium chargers: SEK 6 billion. Power Solution is a huge market, at least SEK 50 billion. We are tripling our addressable market. These two new product categories will be introduced by Frederik and Ulrika in depth, but I will briefly make an introduction of them. Premium Boosters will help you in an emergency. If you have a flat battery, if you're standing still by the road or home with a flat battery, you connect a Premium Booster and you can go away directly to never miss a moment. It's the same sales channels as we have today. It's the same customers, and it's based on our charging knowledge. The first products will be launched already this year. Power Solution. When you have a secondary battery system in a boat, an RV, or a service van to power equipment like cooling, cooking, and tools, Power Solution are components that are supporting this. This is also built on our charging knowledge and our vehicle integration knowledge. This is fueled by the electrification trends. Customer wants power wherever they are. These products will be sold in both divisions, both consumer division and professional division. We will start to see the first products in these categories also by the end of 2025. We have chosen these four categories because it makes sense for us. Our pillars of success are innovation, technology, and brand. These four categories are fulfilling that. They are technically rather complicated, and the customer is caring about the brand. These keep up the entry barriers towards competitors. It makes perfect business logic and sense. That is why we are choosing these categories. It fits naturally into CTEK. We are capitalizing on our strength, and you can see the brand is important in all categories. The established sales channels we have, it is a niche segment. Application engineering, we can do some kind of customization for the customer, which makes it harder to compete with us. We see a possibility to earn more than 20% EBITDA in all of these segments. As I mentioned, we have established sales channels, and they are the same for almost all the segments. Due to our stable financial position, we are also ready to enter into M&A activities. We will focus this on the power solutions area. We will look for both technology and geography. Of course, the margins should support our financial targets. This is how we will reach our new financial targets. We will add two new categories, triple the addressable market, capitalize on our strength and our heritage. We will, of course, also continue to develop our existing business. As you can see, by 2028, the majority of our sales will derive from low voltage products where we have established good margins and shown historically good margins. Frederik, Ulrika, and Johanna will explain more in detail how we will achieve this. I think it fits fantastically into the CTEK story. By that, I leave it over to you, Katharine. Charging is at the heart of everything we do. It all started when we created the world's first smart battery charger using our revolutionary Pulse technology. That technology optimizes charging, maintaining batteries so they never let you down. It can even bring dead batteries back to life. Today, low voltage chargers are still one of our core products, trusted by individuals and businesses in more than 70 countries around the world. They keep people moving every day, getting them to where they need to be, however they want to get there. They power everything from leisure time to commercial activities. They're essential to vehicle servicing workshops and in showrooms. We're proud to say that many of the world's most prestigious vehicle manufacturers trust CTEK to produce their own brand products. Today, we're building on our heritage of technological leadership and innovation and moving into a bright new future. We're expanding this core category with a new range of Premium Boosters, meeting customer demand and serving the changing needs of our users. Because when you have power you can rely on, you'll never miss a moment. Get there. They power everything from leisure time to commercial activities. They're essential to vehicle servicing workshops and in showrooms. We're proud to say that many of the world's most prestigious vehicle manufacturers trust CTEK to produce their own brand products. Today, we're building on our heritage of technological leadership and innovation and moving into a bright new future. We're expanding this core category with a new range of Premium Boosters, meeting customer demand and serving the changing needs of our users. Because when you have power you can rely on, you'll never miss a moment. Good afternoon, everyone. I'm really excited to be here today and have the privilege to talk about the low voltage business more in depth. My name is Frederik Urbom. I've been part of the leadership team at CTEK for the last 18 months. My background is from the retail industry. I've been working with well-known Swedish brands like Clas Ohlson, Netonnet, and Coop for the last eight years. Before that, I spent 10 years working for another producer of premium brands, Hultafors Group, part of the Latour family. Before I dive into the change journey that Henrik described a little bit and what we're doing, but also the main driving forces for creating this growth journey ahead of us, I would like to say a few words just about the existing low voltage product offer that we have today. Basically, we have divided the offer into three different business verticals, and that's a little bit depending on what customer segments we are serving, but also the go-to-market strategy. The consumer chargers are the vast majority of the business and the revenue today. That's the core, and that will remain the core for CTEK going forward in the future. Here we have a multi-channel strategy, working with all types of customers, and I say that we have a philosophy of being channel agnostic. We are where the customers are. I would say that this type of business, if you see from the consumer perspective, what drives retail, that's a lot about convenience and accessibility of the product. Make it easy for the customers to access our products. The second part is the client brand business. Henrik talked about that. We work with 50 most prestigious car manufacturers worldwide. Here we have another channel setup. We work with them directly. We also have customized solutions, optimizing the software, etc., for each product to maximize performance. The third business vertical is the workshop charging, and that's when we work with a little bit higher-end products, more powerful chargers, but also power supply solutions. In this channel, we work both with independent professional workshops, with light vehicles and heavy-duty vehicles, but also OEM workshops. This is a very strong and growing segment for us, so it's very interesting. Here it is a lot about, from the customer perspective, not only to have premium products, but also have the total service around it: spare parts, quick deliveries. A workshop can never stand still. Time is money for them. How have we divided our business internally to get the highest efficiency and focus? We have two main commercial divisions within the company: the consumer divisions, working with the consumer charger products, but also with the workshop chargers on a global scale, covering 70 markets. The professional divisions, here we work with the OEM manufacturers and vehicle manufacturers, more direct business. Together, as Henrik said here, we have an addressable market in this segment of SEK 6 billion, where we have a global market share of roughly 10%. Let's look into the future strategy. We started a change journey, as Henrik described here, some 15 months ago. I will say a few words about the total change journey and what we're doing in the low voltage business before I go into the growth drivers more specifically. We were coming with a strong background from engineering and product. That's CTEK. We are now building further on that, also adding a sales and marketing dimension into the consumer and retail business. Premium product offer is naturally the core, but we need to build a totality of the customer offer around it that also holds a premium level. We are building further on that. We talk about supply chain, value-added services, sales support, trainings, but also, of course, being out, being close to the customers. We are moving also building closer ties to our customers and our partners. Our ambition is to move from transactional partnership, where we deliver a product, to become more commercial-oriented and build commercial partnerships with the key partners, the key retailers globally. That means, for example, that we have joint commercial planning. We have annual wheels where we can look 15 months ahead in a time and not only talking to the procurement department, but also involve sales and marketing department from the customer side. You start to build really business relationships and you build the business and drive it together. We also see opportunities to involve them in the product roadmap. What needs do they see, etc.? I think that's a very exciting journey we're on to move a little bit from a transactional to commercial partnerships. Adaptive go-to-market strategy. We have been reviewing all countries we are present in and how we can serve these markets in a scalable and efficient way. I will talk a little bit more about that. One important channel that we will look into is, of course, our own online channel with ctek.com, how we can scale that business in a good way. Way of working operational efficiency, it's a little bit sometimes like going to the dentist, but we have spent a lot of time and focus the last 12 months getting the efficiency up here and to build further on that. That means that we implemented a new pricing structure. We have a new forecast process in place, but also we have CRM and sales execution in place. That means that we can start to measure the efficiency and profitability of the investment we do in the sales team and marketing team. Based on that and the future growth journey here, we have identified four main growth drivers that I will go into each one by one. New product categories, upsell, go-to-market optimization, and also how we can and see expand geographically. Let's start with new product categories, and Henrik already touched upon that. We are adding an adjacent new category into this. We are building further on the mobility solutions that we already have in the range. Today, we offer regular charging. We offer maintenance charging. We offer portable charging. Now we also offer rapid or quick charging through booster technology. We will implement and launch two new models during the fall 2025. These models will be in both for the consumer market, but also for the professional market. It is a long-term project, and we are adding into this portfolio by 2026 and 2027 additional products. We have a clear roadmap with different toll gates, how this will proceed in the future. This is a new addressable market for the low voltage business. We're going from SEK 6 billion up to SEK 12 billion if you look at the total addressable market in the premium segment. Business logic behind it. I wouldn't say it's a pure plug and play operation, but a little bit of thinking behind it is that we have spent over the years a lot of resources and built up a strong brand platform globally and a trust for the CTEK brand and the technology. We have a global network of channels. These products will go through the same channels, and we already have a lot of requests from our partners and customers for adding this type of technology and products. We are focusing on the same customer segments, and also not the least important, we are keeping it on the same premium level as the chargers and the other products in our range. Upsell, what do we mean by that? We have spent quite some time working with our product portfolio, segmenting and structuring the portfolio strategy. We have divided it based on product performance and technological level and price positioning into three different product families, basically. The objective of this, of course, is to be able to be working with a channel strategy more in particular. What products can we send through what channels for what customers? On top of that, now we are adding new models into the consumer charging range, into the better range. We will have two models coming here this fall. That means that we'll also be able to transfer the customers up in the value chain, adding products with new technology, new platform, and also on a new price point to a higher gross margin. On top of that, we are also reinforcing the best category where we have the CS1. Here we are adding a new platform, adding connectivity and Wi-Fi into this product, also then reaching a higher sales positioning there. This same logic goes, of course, for the client brand business, where we also are moving our customers in this value chain upwards to higher price points. If you take the Ferrari case with the existing MXS 5, we will move them up to the CS1, doubling the sales price of the technology and platform to a higher operating margin. We also have other cases, of course, with client brand customers where we will do the same journey. Go-to-market optimization. What do we mean by that? I will give you a few examples. As Henrik stated today, we are focusing when we talk about marketing, development, etc., on the niche segments. That is standing, if you look at the total market in terms of volume, at basically 60% of the number of chargers on an annual basis. Here you have demands on higher performance of the products, but also higher willingness to pay premium vehicles for premium chargers. We are using a multi-channel approach to the market. We are present where the customers are present. That means that we are today operating with different retail channels from the more physical-oriented technical stores selling on value, knowledge, and customer relationship to multinational global retailers like Amazon selling on convenience, accessibility for the customers, basically. We are also looking into how we can improve our own channel, ctek.com. We already started that journey, and we are going to build further on that. Why is that important? Why is that objective? Yes, one thing is, of course, that we believe that we can drive more volumes, reach new customers, etc. I think secondly is also, of course, that here we have a chance to use that as a brand platform, display the complete assortment for the customers, because that is today one of the biggest bottlenecks that we have. Selling through distributors means sometimes that they cherry-pick a little bit of the range. Here we have an opportunity to get the totality of our customer offer, also then to drive convenience and accessibility. We think also, and we will upgrade the digital platform so we can become even better in guiding the product, the customers, in what type of products do they need for what type of vehicles. We have started the journey. We are already present in North America and Sweden with ctek.com. We are now preparing for the second launch. Our ambition is by the end of the agenda period 2028, we will be present in some 50 markets. We estimate that the CTEK online part of the business for the low voltage part of the business will be roughly 10%. Expand geographically. Yes, we are present already in different ways in more than 70 markets. We have been through every single market, looked at the potential of the market, the growth of the market, but also the cost to serve. When I say cost to serve, it's much about compliance, adapting products, technology. As you probably know, North America has another voltage system versus Europe, etc. That's what we've taken into consideration. Based on that, we have made a clustering into three different groups. We have our core regions where we have market shares up to 30%. That would be Nordics, DACH, and Oceania. Here it's a lot about market penetration. We have the channel structure. We have the sales structure in place. It's about adding and broadening existing products, but also new products into these channels. Market penetration. The growth regions, countries like North America and Western Europe, where we have a lower market share but high potential markets, we will continue to develop them. Here it's also about developing existing channels, more channels, better reach for the customers, but also adding in the new products. We have what we call cluster three, and that is emerging regions, that is export markets, where we don't have any own presence by working a little bit more cherry-picking together with local partners. In the cluster number one with core regions and growth regions, we have our own small efficient sales teams in place to support our distributors. I can tell you a good story because our ambition is, of course, to move countries up in this value chain. An emerging market could become a growth market over time, a core market. We have done that journey with, for example, Poland, where we invested in our own sales resources this fall. We can see a tremendous good development doing that, building a closer relationship to the main customers in the market, but also driving the brand, etc. We will continue on that journey. If you look at growth, the majority of the growth during this strategy period will come from the segment where we call the growth regions: Western Europe, Central Eastern Europe, APAC, mainly Japan and Korea, but also North America. Good products, strategies for go-to-market. The essence of CTEK is, of course, going back to the brand name and the brand heritage that we have. I think it's quite amazing that we managed to build up this community that we call the CTEK family. Ambassadors out in the market, that could be car upfitters, car builders, racing teams that trust our technology, want to be part of this CTEK family, give their authentic stories about how they work and how our product and solutions basically simplify life for them. The best part of it is that it's non-transactional. We don't pay them for doing that. They do it because they love and have the passion for the CTEK brand and the technology that we bring. Where will this take us? Henrik showed the aggregated part of that. Of course, new product categories will be an important part with the boosters to drive the development and sales growth. As you can see, our ambition is to have an aggregated compounded growth rate of 15%. That means we will grow and continue to grow faster than the market. You could say that this seems to be quite an ambitious target, and they are an ambitious target. I think, and I feel very sure that we can achieve that based on that we last year managed to have an organic volume growth in the low voltage business of 15% without adding any new products into the markets. What's the USP? Our right to win. Yes, we have the innovation. We have the technology know-how to build premium chargers. We have built up a well-recognized brand over time in all markets worldwide. We have the sales platform. We have the distribution, and we have the relationship with the customers out there. That's where we're going. That's where we're heading. I'm really excited to be part of that journey. Thank you so much. Thank you, Frederik, for that really insightful presentation. I'd now like to ask Henrik to join us on stage as well as we move to the first part of the Q&A session of this event. I can see we've already got some questions online, which we'll go to shortly. If we go to the floor first, if anybody has a question here today, if you raise your hand we can send a microphone in your direction. The gentleman here. Yeah, hi. Can you hear me? Oh, is the microphone turned on? Just try that again. Wonderful. We can hear you now. Perfect. I was just curious with this booster product. I'm obviously a novice in the area, but what's the difference between the portable charger you launched some time ago and the boosters? Yeah, the boosters that we're launching now is direct boosting. And for the CS3, it's adaptive boosting. You boost it a little bit slower or you charge it a little bit slower versus the direct boosters. In order to take a flat battery up to charged battery again with an adaptive booster, you need probably seven to eight minutes. Here is direct boosting. It is about time, how quick you fill up the battery. This booster market you mentioned, the size of, is that an existing market or is this an innovation that you are taking into a new market? This is an existing market, a size of the consumer charging market, basically on the same level. If I really look at the distribution channel and retail partners that we work with today, they all have these types of technology and products out in the channels. Okay, thank you. Okay, any other questions from the floor? Okay, if we go online, we do have some questions online. The first question is from a private investor. The question is, do competitors offer both chargers and boosters? Yes, the short answer, yes, we do have competitors. Of course, they are already originating from different verticals. We have some very strong and skillful companies from North America originating from the booster segment, moving into the charger segment, etc. Yes, there are competitors offering both types of technologies. Thank you. Thank you very much. Another question online. Thanks for a great presentation. Thank you, guys. Is milliamp included in your guidance? Sorry, is M, oh, is, sorry, is mergers and acquisitions included in your guidance of SEK 2 billion, or is that organic? No, we see the addressable markets triple. There is place for organic growth for reaching SEK 2 billion. M&As could be an accelerator to that, of course. Okay, thank you. Another question online. What's the concentration of sales from the 50 preferred car brands? About 15%. Okay, thank you very much. Just one final question online. What makes the new CTEK booster premium? Are there any special features? Yes, we are bringing in, we have been looking a lot at what the competition is doing in the premium level. We are adding different types of features, naturally also the touch and feel of the product and design of the products. We are also adding in unique features into that product. We are now in the starting points. We will continue to develop, adding. We have quite good ideas regarding how we can add on to the boosters, making it service even more segments. Okay, thank you very much. Thank you. That's the end of the questions online. Any further questions from the floor? Okay, thank you very much. We are now basically going to continue with a bit of a deep dive into our product portfolio. Thank you so much, gents, for your time. Thank you, everybody on the floor and those online for your really good questions. I'd now like to welcome Ulrika Romell, Head of Pre-Sales, to the stage. Ulrika will build upon Henrik's earlier announcement by providing further detail around our expansion into the sector of power solutions, and outlining our approach moving forwards. Before we welcome you to the stage, Ulrika, I'm just going to play a short video. Charging batteries has always been at the heart of our business. For decades, we've focused on the batteries that get vehicles moving. We've also been trusted with charging service batteries, and now we're expanding that vision. Because some vehicles don't just need batteries to power movement, they also need to power essential onboard equipment, whether that's while they're still on the move or once they reach their destination. They need power for lighting and heating, for ventilation and cooling. They need power for specialist tools and for medical equipment. They need power for heating food and for keeping it cool. They need power for those all-important home comforts when you're on the move. With CTEK Power Solutions, you take the power with you wherever you go, so you'll never miss a moment. The potential for charging batteries is endless. It's an exciting, growing sector, and we can't wait to see where it takes us. Power Solutions, this new and very interesting segment for CTEK. The movie described it very well, but let us spend a few more minutes to go more into details. My name is Ulrika Romell, and I work as the Head of Pre-Sales for CTEK since three years. I have a background from the automotive industry, and I've worked for global tier ones in approximately 20 years, and they are like Bosch and Wabco and Autoliv. More interesting, since mid of last year, I have been a part of the team working with power solutions for CTEK. It is a pleasure to be here to describe it today, and I hope to shed some light over this. As already described, we find these systems typically in vehicles that have a secondary battery system, a so-called service battery. We see recreational vehicles, leisure boats, and service vans, or also even off-grid applications. There is an increasing demand for the possibility of charging utilities wherever you go. We have fridges, we have lighting, ventilation, etc. Modern RVs are also moving away from liquid gas and using more electrical stoves to support their camping. We have coffee machines, hair fans, you name it, obviously mobile phones and PCs. If you look to the bottom, we also have the segment of service vehicles or blue light applications. There, the low voltage system is in fact a safety aspect. These systems need to be fully charged all the time so that they are prepared for whatever mission is ahead. Now you know where these systems are. Let's go into some more details about what it is. What is a power solution system? What does it consist of? It's actually rather simple. It's about generating energy, storing the energy, and then distribute it and consume it in a safe and controlled way. Of course, it also needs to be energy efficient. The sources in the typical example of an RV could be solar panels, the alternators while you're driving, or if you plug into a socket on a camping lot. The generated electricity needs to be stored, and that is obviously done in the batteries, typically lead-acid batteries or potentially lithium-ion batteries. These batteries provide the electricity once the sources are not available. Of course, we need to distribute this energy, and we need to have an advanced system to monitor and survey the electricity flow in the vehicle. One simple example could be the inverter that converts the direct current from the batteries to a regular AC socket in the vehicle. These systems, of course, need to be safe. We need to make sure that we have systems to survey and control, that we have no overcharging, short circuits, or overloads, and have a safe system in the vehicle. In fact, all these aspects will be addressed with power solutions. We will take care of the generated energy and control and surveillance of the system. The overall target for us is to always keep and preserve the good health of the battery. That is the core. We want to become a complete system supplier to ensure to meet the demands and requirements from our customers. We want to be a go-to supplier for all our OEs and upfitters and make sure that also enthusiasts can find a solution with us. Our target is as well to have a broad portfolio to make sure that we have different power levels depending on the size of the system. We want to have a simple installation interface and as well good communication through HMIs and app solutions. Good. How about the market? We see a huge market potential for this. We think approximately SEK 50 billion is a yearly market size with an annual growth of 7%. If we look to the growth and how we come to this through competitor analysis and market research, the driver for the growth is, of course, the overall demand for electricity and charging. We have also the changeover trend from classic lead-acid batteries to lithium-ion. That means that the growth does not come only from new systems, but also from the installed base where we have surrounding equipment that needs to be upgraded once someone wants to upgrade their existing lead-acid battery to lithium-ion. We have demographical aspects of an older population with both more time and more money to spend in their leisure vehicles. Again, the electrification trend of going away from liquid gas to more electrical solutions. Here I also have a personal reflection. Some years back, when you were going camping, you were always questioning, will there be GSM coverage? Will I be able to use my phone? I think that is very much taken for granted today. Instead, the question is, how long will my battery last? Will I be able to power my phone while camping? I think the trend is there and power solutions will support this. Why CTEK? Why should we be in this segment? Of course, we have the history and the DNA in the low voltage segment. We are a well-recognized brand with state-of-the-art charging technology. We know charging and we know batteries, but we also know the automotive industry. The demands and the requirements that we are used to from our already existing prestigious automotive brands, these are the perfect foundation also for the target clients for power solutions. We know vehicle applications and we know how to integrate our products in these vehicles. On top of this, we will have and we have and we will develop smart digital solutions. How will we go to market? We have an existing business already. You recognize the arrows, but of course, we want to expand this. The growth will be generated both through our consumer division as well as the professional division. The existing sales channels will support this. For consumers, it's the typical do-it-yourselves and enthusiasts that buy through Amazon, CC, GPC, etc., and there are global possibilities. For the professional division, the classic OEM and upfitters, we have the examples of Carver and AVMX, and we know AVMX, they are longing for new part numbers to put into their catalog. The market there, we think, is primarily North America, Europe, and Australia. If we look into some numbers and see how the forecasts look for this area. As I already mentioned, we already have some products in this segment of approximately SEK 20 million. Of course, we need to enhance the existing products. We need to develop new ones and grow together with this. It also needs some active sourcing and some partnerships to create this system. We will sell it broadly in both the divisions, as mentioned, and the sales channels are already existing. We are confident and we trust that we can reach these targets also with very limited OpEx investments. A summary and some final words. We have a long history with low voltage systems with CTEK. We know the automotive industry. In fact, we all live in the area of electrical transformation. This brings a general awareness to the public about how much value, but also possibilities there are with modern battery technologies. This is where power solutions come into play. Power solutions will for sure bring the energy so that you do not miss a moment. Thank you very much for your attention. Thank you very much, Ulrika. Just really moving on to the next part of the event, we are now going to move into our final product presentation where we're going to be looking at the area of EVSE or EV charging. As I said earlier, unfortunately, my colleague Henk Lubertz cannot be here today, but I'm really delighted to welcome to the stage my colleague Johanna Mogren Sundqvist, who is going to talk to you in a little more detail around the area, but you've probably got the drill by now. First of all, I'm going to play you a short film. For years, momentum has been building for the green transition to electric vehicles. Today, more people than ever before are choosing EV. This sector isn't new. Our team has been working on EV charging since way back in 2009. They were pioneers focusing on large-scale destination charging right from the very start, something that still remains a focus today. Today, we're a thought leader as well as a market leader, influencing both government and vehicle manufacturers. We're already well established in the Swedish EV charging space, and we have footholds in markets across the rest of Europe. Now we're turning our attention to grow in these markets. This expansion is being driven by our latest EV charger, the ChargeSTorm Connected 3. The ChargeSTorm Connected 3 doesn't just charge your vehicle. It's built for what's next. Powered by our nano-grid load balancing technology, it's part of a smarter energy ecosystem, communicating with chargers, buildings, and the grid to optimize power use and balance loads at scale. With built-in vehicle-to-grid and vehicle-to-everything capabilities, it's ready for the future of electrification. Because wherever you live, if you have EV charging that you can rely on, you'll never miss a moment. Good afternoon here on the floor and everybody online. My name is Johanna Mogren Sundqvist. I am Head of the EVSE Sales. I've been with CTEK for four years now and today managing the EVSE sales together with the President of the Professional Division, Henk Lubertz. We all know the EVSE business has not been a straight-up success story, but we're here to talk about the future. The present shows we are on the right track with the Q1 results where the Professional Division reported a positive EBITDA margin for the first time. Starting though with a brief look back, in 2018, CTEK bought ChargeSTorm. However, ChargeSTorm was founded already in 2009 when they developed its first EV charger. Back then, Sweden had three electrical cars. The company ChargeSTorm built the CSR 100, a real connected EV charger, and gladly we still have those innovators in the company, meaning we have 16 years of experience. In 2020, the ChargeSTorm Connected 2 was launched, and amongst many larger installations, we equipped Northern Europe's largest parking garage here in Hagastaden in Stockholm with more than 1,000 charging points in the same garage. This year, 2025, we launched the future-proof destination charger ChargeSTorm Connected 3, a solution designed to meet both today's needs and tomorrow's challenges. I will be sharing more details about this exciting development shortly. Let me first briefly explain the difference between DC and AC charging and why AC plays a significant role in the future of EV infrastructure. DC, or direct current charging, refers to high-power charging typically found along highways and major travel routes. It connects directly to the vehicle's battery, offering faster charging times ideal for long-distance travel. However, this solution comes at a high cost. The equipment is expensive, installation is complex, and the overall infrastructure is more demanding to maintain. On the other hand, AC charging, alternating current charging, which we focus on, works by routing electricity through the vehicle's onboard AC-DC converter. It is best suited for public spaces, commercial buildings, and parking facilities. AC charging offers several advantages: lower installation cost, lower hardware cost, and significantly lower operational costs. It integrates easily with the existing electrical grid, making it a more scalable and cost-efficient solution. What makes AC destination charging especially compelling is that it aligns with real-world user behavior. People typically charge while doing something else: shopping, working, staying overnight. By the time they are ready to leave, their vehicle is fully charged, and you will not miss a moment. Why do we focus on destination charging? First, it's not directly tied to the pace of EV sales. It's driven by the expansion of charging infrastructure itself. This makes it a more stable, long-term investment opportunity. Second, destination charging plays a critical role in helping countries meet their environmental and climate goals. That's why it's often supported through public funding and government subsidies. Third, from a property perspective, destination charging adds value. It's easy to scale. It requires minimal maintenance and offers the lowest total investment cost over time compared to other charging solutions. In short, destination charging is not only essential for the energy transition, it's also smart business. We are, of course, proud that both Stockholm, Göteborg, and Malmö city parking have chosen CTEK as their preferred partner. What is the market outlook? Here is European statistics. As you see, the vast majority is AC charging. Today, we have fewer than 1.5 million public charging points. If we continue at today's pace, we will by 2030 have 3 million public points. The European Union's target is 3.5 million. We need to move faster. The number of vehicles is growing. As you can see, this is not merely our perspective. It is supported by data. Most of the existing infrastructure is AC charging, and most of the projected growth, projected growth markets, is also centered around AC charging. Exploring the untapped market potential, we already have extensive cooperation with partners with a pan-European footprint, and we want to continue growing with them. Of course, with new, reliable, and robust partners. Sweden is our home market, and here we want to maintain a strong foothold. I just came from Elfack in Gothenburg, Northern Europe's largest fair for electricity and energy. We displayed, of course, the ChargeSTorm Connected 3, and the response was very positive. Our team also recently attended the Power to Drive Fair in Munich, where we, for example, held meetings with a large pan-European parking operator, APCOA. Following the positive feedback they have from their U.K. colleagues, who are highly satisfied with our collaboration, they are now eager to engage with us in the German market. As you can see, the market potential in both U.K. and Germany is significant, not only due to the size of the market itself, but also because most of the market is still untapped. Our focus markets: Sweden, U.K., Germany. We also have what we call tier two markets. In these countries, we don't have our own sales and support, but we support them from our strategic markets. What gives CTEK the right to win? Let's explore what gives us this edge and how we'll use it to lead. We have unmatched experience. We have developed EVSE hardware and software in-house since 2009. From the very beginning and continuing, we have provided dedicated service and support to our clients. We're also an active partner in research projects recently, together with Polestar and Volvo Cars, developing vehicle-to-grid and vehicle-to-everything solutions for the future demands of EV charging. ChargeSTorm Connected 3, the core in our EVSE business. It's designed for destination charging and built for Nordic conditions. It has a verified uptime of 99%. It improves our margin. Our solution offers unmatched load balancing capabilities designed to optimize performance in large-scale installation. This means we can intelligently distribute the electrical load across multiple charging points, ensuring efficient energy use, preventing overloads, and maximizing uptime. For site owners and operators, this translates into greater reliability, reduced operational cost, and the ability to scale seamlessly as demand grows. Staying in the forefront of the industry is essential, not only to remain competitive today, but to be fully prepared for the demands of tomorrow. We are. Let's start with cybersecurity requirements at a European level. The Radio Equipment Directive, or RED, introduces mandatory cybersecurity standards for connected devices starting August 2025. The goal is clear: to ensure that all equipment is safe, reliable, and performs as expected in a connected environment. Turning to the EU Alternative Fuels Infrastructure Regulation, or AFIR. AFIR lays out specific requirements for public charging infrastructure across Europe. One key element in this requirement is ad hoc payments, which include support for dynamic QR code on the charging station. Moving on to ISO 15118, a key standard in the evolution of EV charging. The first vital part of the standard I want to address is plug-in charge and auto-charge. It dramatically simplifies the experience, meaning the driver doesn't need an app, an account, or even a card to charge the car. During the coming years, vehicle-to-grid and vehicle-to-everything bi-directional charging will come into play. This enables a two-way communication between the electrical vehicle and the grid, and more importantly, opens new revenue streams for charge point operators and site owners through smarter energy services. Finally, in markets like Germany and Austria, EICHRECT compliance is essential. This legal framework ensures that all energy measurements are accurate, fair, and tamper-proof, building trust between consumers and operators. The measuring device must be clearly visible on the charging station. By the turn of the year, a new variant of the ChargeSTorm Connected 3 will be launched with AFIR and with EICHRECT. The already launched one, ChargeSTorm Connected 3, already supports the RED as well as ISO 15118. Of course, all of these are key success factors in our focus markets. How do we go to market? With an unmature market, it's easy to be everywhere and nowhere. We are taking conscious steps. We are focusing. We're doing destination charging. We solely sell our products through the professional division where we target CPOs, charge point operators, companies doing installation, operation, and maintenance. Energy companies such as Vattenfall, parking operators such as IMO Parking, APCOA Parking. What will all this mean from a financial standpoint? By penetrating the underserved U.K. and German market, leveraging on our ChargeSTorm Connected 3, we will more than double the business until 2028. The organization is already in place and rigged for scale-up. Together with the increased margin generated from the ChargeSTorm Connected 3, we're confident that we can grow profitable. Thank you. Thank you, Johanna, for your informative presentation. We're now going to take a coffee break. For those attending in person, we've got coffee and cinnamon buns. We've got lots of products for you to take a look at as well. Please have a look at the products. Obviously, colleagues from CTEK are available to answer any questions. Feel free to come and have a conversation with us. For those online, we'll actually resume the presentations again at 15:05 or five past 3:00. We really encourage you to stay connected, stay engaged with the meeting. Do not forget there is the chat box underneath the video if you want to pose any questions because there will be a second Q&A session happening further down the presentation. Enjoy your coffee break, and I look forward to seeing everybody back here at 15:05. Thank you. Welcome back, everybody, and I hope you are all feeling refreshed. We now shift our focus to an area that lies really at the heart of our organization, which is our culture, our people, and our values. It is my great pleasure to invite to the stage our Senior Vice President of Human Resources, Eva Martinsson, who will share more about the principles that shape who we are and how we work. Eva, over to you. Thank you, Katharine. Good afternoon to everyone who is here in the room. I'm so happy to see you. I also know that we have people online. Good to know that you are there as well. My name is Eva Martinsson, and I have been HR Director at CTEK for 11 years. Today, my presentation will be about us, the people, what we believe in, and how we contribute to better business and a better world. Let's start with us. We are a global lean organisation. On this map, you can see where we have our own employees. We are based on important sales markets. We have own offices in Falun, in Norrköping, in Stockholm, in Hanover, and in Shenzhen in southern China. We are a lean organisation. We are only just above 200 employees, and more than 90% of us has a post-secondary education. To be flexible and cost-conscious, we have outsourced our production. Today, we have production partners in China, in Malaysia, and in Mexico. No own employees in the production. In-house, we have the core competencies like engineering, test and validation, sourcing, and other critical functions. My colleague Tom, he will soon dig more into our asset light philosophy. We might be a small company in terms of employees, number of employees, but I would say that we are a big and strong company when it comes to keeping it all together with a solid performance culture. Our culture is based on these three cornerstones that my colleagues before me, I think everyone mentioned, that we have three cornerstones: innovation. We dare to try. It all started with bold entrepreneurs, and that has followed us all over the years. Passion. Yes, we are dedicated. We like the industry, and we like each other. It doesn't matter how innovative or how passionate we are if we can't build trust, trust among the customers and you as investors and other important stakeholders. We must have trust in our product quality, in our customer service, in partnerships, and also as an employer. We deliver what we have promised. Now I will turn over to how we build a sustainable business and a better world. I start with the environmental aspects. We have good quality in our products, and that gives them a longer lifetime. On this picture, you can see one of the very first chargers that we developed in the beginning of CTEK's history, and it is still working. When you use our products for charging your 12-volt battery, you extend the lifetime of the battery up to 3x. That is good for the environment. Of course, we are so proud to be part of the green transition with our destination charging products that my colleague Johanna just talked about. Areas where we focus right now, we reduce air freight on our products. We have our own car fleet 100% electrified, and we want to reduce waste by making our products more repairable, mainly in the workshop chargers. Of course, we want to shift to more recyclable materials in the products. We have committed us to science-based targets, to the UN Global Compact targets, and we are sustainability rated by the independent organization EcoVadis. Social sustainability. Our efforts to create a sustainable and attractive workplace have really given results. Our sick leave in the company is below 2% year after year. We measure employee satisfaction 4x per year, and we always have a high result. On a 10-grade scale, we are more than eight every time. As I mentioned, we are just about 200 employees, and we have more than 20 nationalities in the company. We have identified our internal talents and our key employees. Every time when we have a vacant position, we take a look at this list and see, could someone maybe be a match here? Yes, quite often, actually, the two latest appointed managers are promoted internally from this list. It's a woman and it's a man, and that feels so good. As many others, we strive to have an equal setup of men and women in the company. We try to attend as many initiatives as we can. One that we attended very recently is something called Introduce a Girl to Engineering. About 20 girls between 12 and 18 years, they met our female engineers and got inspired. Hopefully, we can welcome some of them as our new colleagues in the future. It's quite easy for us, I would say, to both attract and to keep the competencies. We have a good, strong brand. That helps, but also that we focus on leadership and work environment. I would say that our continuous strive to improve as an employer has paid off in terms of a performance culture that we are proud of. The third part of sustainability, governance. Our code of conduct is the foundation for our governance. It addresses both to our internal staff, but very much also to other external stakeholders like suppliers. If you want to work with CTEK, you must adhere to our code of conduct. That is essential. The team we have in Shenzhen in China, they work very closely to our suppliers to ensure that they are compliant with our regulations, our way of working, and of course, our code of conduct. We are certified to ISO standards in quality, in environment, and information security. Last year, we also got certified in TISAX. That is an information security standard for the automotive industry. All our employees are trained in governance-related topics such as anti-bribery, how to avoid money laundering, and cybersecurity. If we see any deviations, we encourage everyone to speak up, and we also have a whistle-blowing system in the company. As mentioned, we have, thanks to our strong brand, been successful in recruiting and keeping the right competencies so far, but we have seen a slight change now. During the pandemic, we got used to work from home, and now we are back in the offices, and we can see that there is a resistance to commute long distances to work. I'm sure that some of you also have the same experience. With a new headquarter now in Falun and an own office in Stockholm, we can attract new employees, and we can continue to grow as an attractive employer where you want to stay. My summary of this session is, with a well-adopted culture, a lean global organisation, and clear sustainability ambitions, CTEK, we are well positioned for the future. Thank you so much. Thank you very much, Eva. Thank you. Our final presentation of the event focuses on our financial outlook. We will now take a closer look at our overall projections for 2028 and beyond. To walk us through this in detail, it's my pleasure to introduce our Chief Financial Officer, Thom Mathisen, to the stage. Thom, it's over to you. Thank you, Katharine. As my colleagues, I'm very happy to be here today, meeting you in person here in the room and you on the screen as well. I'm the CFO since soon, three years back, starting in the middle of a turbulence that Henrik mentioned a few hours ago. Of course, even more happy to be here talking about the future. I probably have the easiest session now because I just have to do a kind of super summary, financial super summary of what all my colleagues have presented here before. My background before starting here is mainly in industrial companies such as ABB, the part that is Hitachi Energy now, and SSAB, to mention a few. Again, we start with what Henrik presented, the new financial targets approved by the board this morning. The main change is actually that for our growth and profitability targets, we now are more bold. We state that we should be there 2028 instead of the midterm that we used before. Again, we confirm then that we should achieve the SEK 2 billion to 2028 and by that also reaching 20% EBITDA margin. The net debt ratio that we already are meeting, we should continue to be there below the three. Also, we are very eager to confirm our dividend policy of corresponding to 30% of the net earnings. What I will try to do now is to go through them one by one and summarize what's said earlier today. Starting with the growth, we will not start with anything completely new that is out of our current business, but it will be based on charging batteries that is in our genes since many years back. Very important is, of course, what is presented by Frederik when it comes to the boosters and Rika when it comes to power solutions to enter into new adjacent product groups that will expand our total market by more than 3x. Even as important is what is presented by Frederik and Johanna, sorry, that we will continue to work with our existing products in existing markets and especially in the underserved markets now grow more than before. As Henrik also stated, we can reach this SEK 2 billion with organic growth, but then potential M&As can accelerate the growth, obviously. By this, we can move into the EBITDA margin that we, again, we confirm it to be 20%, that is around doubling EBITDA margin in percentage. Here it really comes mainly from the scalability we have. We have a rather high business gross margin, and with that, and we have much of the OpEx in place for the OpEx infrastructure in place. We have the sales channels, we have salespeople out in the market, we have support organization in place, etc. We can grow much faster top line than OpEx, and by that, we increase the EBITDA margin substantially. We can foresee, as you see in the graph, a slight decrease from the 50% + gross margin due to a little bit higher share of EVSE going forward, but with somewhat lower than the other businesses. Before entering into the net debt ratio target, a few words about CapEx, which of course is an important part of CTEK. As Eva mentioned before, we are, when it comes to tangible assets, machinery, equipment, and so forth, a very asset-light company. We have a business model where we outsource to partners all the production. As you see on the map with the orange dots, we are in China, Malaysia, and in Mexico. With our existing partners, we can quite easily move to other places if we see that necessary due to cost or for that part also due to sustainability aspects, such as, for instance, a green dot in Europe where we have a big portion of our existing market. When it comes to the other part of CapEx, that is intangible assets, as we call it in finance language, it's primarily in the daily life for us development. And CTEK should have relatively high development cost. We have to come out with new products as we discussed today. We have to update current product portfolio regularly, but we should more be on the range that you're coming back to, as you see on the graph on the below, to the 4%-6% range per year rather than the peak year of 11%-12%. We will continue to invest in new products, upgrade current product portfolio, and by growing, of course, this percentage will be money-wise, more money to spend on future product development. Having said that, coming to the third part of our financial targets, we keep it. We should be below 3x in net debt ratio. We aim by that also to be able to both continue to invest, as I said before, but also fulfill the dividend target, actually from the management team already for this year, the fiscal year 2025, and then, of course, subject to board and general meeting decision. Most importantly, when it comes to our capital structure, etc., we will continue the positive trend of the two last years with positive net cash flow. At the bottom line in the cash flow statement, it should be a significant plus because that creates us also room for potential M&As. Since repetition is the mother of knowledge, as we all know, I just repeat once again the four financial targets and how we should come there. Growth from today's a little bit below SEK 1 billion up to SEK 2 billion. Both exist in growing in existing markets with current portfolio, but also adding new adjacent product groups. EBITDA margins coming up to 20% by volume growth and high scalability with relatively low OpEx investment needed. Net debt ratio to continue to be below three, continue to work with positive net cash flow, and by that also creating room for potential M&As. Again, to give some back to our dear shareholders, try to pay dividends as soon as possible, and we aim to be able to do that already from next year. By that, I think I have tried to summarize on a raw level the financial aspects of what has been said here today. Thank you for your time. Thank you very much, Thom. We will shortly start our second and final Q&A session. For those online, this is your last opportunity to send us any questions in ahead of that session. Before we do, could I please ask Henrik to come back onto the stage, please, just to give us some closing remarks? Thank you. Thank you, Katharine. Battery has always been at the heart of what we do, and it is our core competence. This will also be our core competence going forward. We will expand our addressable markets with more than 3x. It is based on our core competence of charging and vehicle integration. We will also continue to develop existing business in low voltage and EV charging. We have delivered on our strategic plan for phase I and phase II, and we are now ready for profitable growth and phase III. We have today described how we should achieve our new financial targets. Two new categories. They are very close to what we have been doing. They are based on battery charging. They are based on our existing customers. They are based on our existing sales channel. We will also grow our existing business. As you can see, the majority of our turnover by 2028 will come from low voltage products. There we have a historically very stable growth and also very stable and high margins. With the very stable financial situation we are in, we have created room for M&As, and that is something that we will pursue to have as a potential accelerator. This picture is just to show you a little bit about the products that we will launch during the next years. If we start with chargers and boosters, Fredrik presented CS1 generation 2, NXT series, and then the new category premium boosters. We will continue that with having more of the NXT Series and more boosters next year. Power solutions, the new, the second new category. Already by the end of this year, we will have some new products on board, and then during next year, we will continue to add products into that category. When it comes to EV charging, we have been spending a lot of money into that, and we have now a future-proof product. We will release the last model for AFIR and for EICHRECT, that Johanna mentioned, and then we have a complete product program that will be complete for the markets that we're aiming at. For you that have been following CTEK, this is just a translation from our different products into our reporting divisions. You will find this in the material on the web. CTEK is a fantastic investment case. We are a global market leader in the growing premium low voltage segment, and this segment will grow. It's fueled by electrification and other mega trends. We have an extensive growth potential by adding adjacent categories into our existing sales network and also by penetrating underserved markets. We have a lot of brand equity and brand value. We are a leading consumer brand. It's not only the premium vehicle manufacturers that are trusting us, it's also a lot of consumers. Global market presence, a broad distribution, more than 70 countries, and a future-proof EVSE product platform. Thom showed the financial situation and Eva as well. High margins, asset light, and a very attractive growth model. Johanna started this day by presenting the view of Latour, and I'm very happy to have Latour as a long-term owner, majority owner of CTEK. With that, I will invite Thom back to the floor, and then we can start up the Q&A sessions. Thanks very much for a really good summary. We will go back to some questions. Are there any questions from the floor? I have quite a number of questions online, but any questions from the floor, the gentleman here? Yeah, hi, Johan Eliasson here again. Just on, you mentioned on the gross margin, some dilution as the EVSE part could be growing. On the new product categories, are you certain that they will be able to achieve the same excellent gross margins you have in the low voltage business today? I would say since we are partly in that already now, even if small, and we know where the market is, we foresee high margins on that segment as well. More lookalike for the consumer or branded products we have today in the low voltage segment. Good. And then just on the CapEx, you mentioned 4%-6% sort of for the intangible part, but I mean the whole CapEx ratio, is that basically the same or? Yes, yes, it's very small. What we invest, I forgot to say that in the production area, operation area, is that we own the tools by our for the production, but that is very limited CapEx on that. Good. And finally, how aligned are the incentive programs for the management with the financial targets you have today? Can you give some? I would say that they are extremely aligned. And the parameters are? Parameters are growth, profitability, and cash flow. They are the main. Sustainability for our long-term programs. Okay, thank you. Thank you very much. Any other questions from the floor? The gentleman there. Thank you. My name is Mattias Ehrenborg, analyst at Redeye. First and foremost, thank you very much for the thorough and informative presentations, all. I just wanted to start off by asking regarding the low voltage business. You mentioned moving client-branded customers up in the so-called good, better, best ladder. What are your expectations on this work in terms of volumes, timing, and financial impact? We are not guiding on that deep level, but as we showed, Ferrari has already taken a step in that direction. When we are releasing our CS1 Wi-Fi platform later this year, there is a queue of other premium brands queuing up to move over to that platform. The revenues will go up between 30%-50%, a little bit depending on what they have today. It is significant numbers, but it is a little bit different from brand to brand how their strategy is. Okay, thank you. Regarding the power solutions products, will this new power solutions offering differ significantly from your existing offering within the integrated solutions? It is based on that. It is charging as the core, but it will also be other components to create the system. Okay. Regarding strategic partnerships, you have various partnerships within both low voltage and EVSE. How do you view strategic partnerships in this product segment? I think that will be an important part in that segment as well. Okay, thank you. Just moving back to one of the first slides of today, you mentioned that the EVSE segment has struggled for a few years due to various reasons. I think that the underlying EBITDA margin was -30% in the slide in 2024. When do you expect to see a positive impact from your CC3 chargers and your geographical expansion? If you do not see any positive signals within the coming year or so, what measures will you take? We have already seen positive measures in Q1 from CC3, where we have higher gross margin. Quarter one was the first quarter where the professional division showed positive EBITDA figures. Okay, thank you. Thank you very much. If we just go online to some questions. We have a question from Pepe. Has the company considered or have there been any discussions around raising capital, for example, to support potential M&A opportunities? I think first of all, we are looking into the M&A possibilities. When we have a candidate, then it is a board decision how to fund that. With the current stable financial situation, there is room to do it by ourselves or we can raise money, but that is a board decision. Okay, thank you. Thank you very much. Another question from a private investor. Among the financial targets, will it be harder to reach the sales target for 2028 or the EBITDA margin target? Good question. I would say that the most important for us now, having the structure we have, is to raise the net sales. By that, I think it will be equally easy to reach the EBITDA margin. I would say we have ambition targets, but I think it is equally easy or difficult to reach them. Okay, thank you very much. They are tightly linked together, I would say. Yes, they are. Okay, any other questions from the floor? Okay, I will. Question just here. Hi, so Colleen Wan-Ling here, the Modular Management. Just a question. When it comes to revenue and sales in the professional segment, and primarily when talking about the EVSE sales, is that mainly also in the future coming out of direct product sales, or is there also exploration related to subscriptions and add-on services or that sort of revenue streams that you can potentially innovate on? That's a very good question. We have taken the strategic direction right now to focus on the hardware because we need to find a good solid base there. In the future, who knows, but right now we are focusing on the hardware and to expand in the geographies of the U.K. and Germany. Thank you. Thank you. Going just back online, a question from Philip Hemros from Forsey Investments. How many potential M&A targets do you find would fit CTEK today? That is something I won't reveal, but there is many, I would say. Okay, thank you. Thank you very much. Another question from the same person from Forsey Investments. Could you expand on the new segments regarding how you have addressed these two markets earlier? Are these completely new or just more of a focus now? I would say the booster market is completely new. We have had an adaptive booster, but that's not the same functionality. I would say that that market is completely new. Having said that, it's the same customer and the same sales channels as our premium chargers, but the market as such, the SEK 6 billion, is new to us. Power solution, we are, as Ulrika showed in her picture, selling SEK 20 million, which is nothing more or less. I would say it has been higher at CTEK, but we haven't focused on it lately. This is a completely new retake, and we're also widening the scope to have more than just the charging into that system. I would say that is also a new market segment and worth at least SEK 50 billion. Okay, thank you. Just a final question from Philip at Forsey Investments. Could you talk about your expectations for gross margins within the consumer division in the coming years? We have had very stable gross margin in the consumer division for a long time, and we are continuing to work on that. I see no worries that they will drop, so we'll keep them at a very high level. Okay, thank you. Any other questions from the floor? No? Okay, we'll go back. We've got more online questions. We have a question from a private investor. How much of your low voltage sales goes to non-car applications such as motorcycles or recreational vehicles? It's a good question. It's hard for us to have all that data. We know that the majority of our users are using the charger to different applications. We saw this autumn when we took a big order from a German, Europe's biggest motorcycle producer. Motorcycle is a very interesting segment that we will focus even more on, and we have a good foothold there. It's hard to say exact figures on how much is going. Many of the chargers are used for a motorcycle, for a car, for a lawnmower. There are multiple uses. Yeah, okay, thank you. Another question from a private investor. Have you stopped selling home chargers for electric vehicles completely? No, if someone wants to have the CC3 as a home charger, he or she is very welcome. It's probably the best home charger as well. It is not our focus area. We have developed it for official use or for public environment where it's both used and abused. It is extremely robust. As Johanna said, it's an uptime of 99%, but I will sell to whoever wants it. Okay. We had the water blocks ready. Another question from a private investor. How much of the R&D budget will you spend on EV charging products in the near future? We haven't revealed that figure. We have spent historically quite a lot of money into that sector. We are pretty high up in development and we are pretty far ahead compared to some competitors. The focus now is to get out that fantastic product in more markets. There will be a certain spend for maintenance and upgrades, et cetera, but we will focus our CapEx more on the low voltage and the power solution that has unfortunately stand back the last years. Okay, thank you very much. Thank you. Another question from another private investor. You talked about M&A. Would you acquire companies in EV charging to broaden your product range? I think we have a good product range there for the moment, so it's not our focus. Okay. One other question. How do you plan to take market share for power solutions? I know that, for example, Victron has a strong position for mobile homes. There is competition in all our segments, and we're happy to meet competition. I think our strength is, as I mentioned before, we have battery charging in our heart. It is our core. We have a very strong brand, and we have the technology, and we have the existing sales channels. We know that customers want CTEK products. Okay, thank you. Thank you very much. This is your final opportunity to ask any questions. Just one final question from the floor. Thank you for taking another question from me. At the time of the IPO, it was all the focus on the EVSE part, and the low voltage part was seen as sort of a stable, at best, basically outlook. Now, listening to you today, yes, you talk about new product categories as a growth opportunity, but you also seem to have a bit more positive view on the actual underlying low voltage market. There was always a fear that one day you do not need 12-volt chargers; everything will be these high-voltage solutions. Has anything changed? Is it just another consultant that has looked at the market growth, or what's your view? No, it's not another consultant. We are not using any consultant for that. We have seen seven quarters of growth in the low voltage business. I think that's reason enough to put attention to it. That's, of course, what we have done to create these seven quarters of growth. As I said, batteries will be there in the future. It will be a transition eventually to EV cars, but EV cars also have a 12-volt battery. Battery charging is here to stay, and it will grow, and we will be the leader in that business. Excellent. Thank you. Thank you. Thank you very much. If there are no further questions, I have no further questions online and no further questions on the floor. Gentlemen, thank you so much for your time today. You are allowed to go and sit down. Thank you. Thank you. Thank you so much. That concludes the CTEK Capital Markets Day 2025. This session has been recorded, so it will be available shortly on the CTEK Group website, which is ctekgroup.com. It's been my absolute pleasure to host the event today. Thank you for sharing my journey with me. On behalf of my colleagues here today, and in fact, on behalf of everybody at CTEK, thank you so much for joining us and for your continued interest in our business. It just really leaves me to say goodbye, take care, and thank you so much for coming. Thank you.