Thank you so much and thank you for your attendance. I will present where we stand overall, and then Mr. Max Bokander will go more into the figures. We can move to the second, and we can actually even move to the third page in the presentation where I have my first summary slide of the key developments of quarter one. As you'll probably see, we were facing tough comparative figures in first quarter with last year's hoarding in mind. As you might remember, in the first 10 weeks of the pandemic last year, retail shelves were emptied time over time, and this phase started in end February 2020. It had its peak in the month of March, and then also continued into April, and then we're facing more normal comps again. Still, considering those circumstances, we are actually quite happy with the development, and we are delivering according to our internal plan. I would like to focus on a few things here. First of all, our prioritized brands, the brands that we are really focusing on, are doing comparatively better, and they are actually almost at the same level as last year despite the big hoarding effect that we had last year. We are quite happy about that. We are especially happy about the development for our key brands in Germany, France, and Spain. For those of you who have followed us before, you know that we are making a rollout in the grocery trade in Europe, and that rollout is going actually not only according to plan, but it's going better than planned right now, and that's very promising we think. In the quarter, we have invested more than normal in our brands to support the rollout in Europe of those brands that I mentioned before, but also to some extent to selectively support our Nordic brands. These of course, have had a small positive volume effect already in quarter one, but the main effects we see looking forward. In quarter four last year, we took control of System Frugt and the integration is also running according to plan. We're seeing declines in sales in food service, private label, and we've also terminated a couple of principal contracts with very low profitability. On our strategic agenda, we think that we're still doing very well. By that, we can turn to the next page number four in the presentation. These are the highlights of quarter one, and as you see, we are growing, but that's acquired growth via System Frugt, and organic growth was -5.6% due to the hoarding effect that we were suffering from last year. EBITDA is down versus prior year, and this is the effect of lower base sales, increased marketing spend, as I communicated earlier, and also due to the fact that quarter one is System Frugt's seasonally weakest quarter with low sales and very low profitability. To some extent, we've also had increased cost for production and transportation during the quarter. An illustration, if you go to the next page number five of the net sales page, which I think is quite illustrative. In Q1, M&A pro forma adds SEK 109 million, and that should then be compared to quarter four, where M&A added SEK 203 million. This is due to the seasonal pattern that we see in System Frugt. Quarter four is by far the best season because of the Christmas season. Quarter one is the comparatively smallest quarter, and then it improves quarter by quarter. This is a totally normal seasonal pattern that we see for System Frugt. Overall, we're quite confident about the future and feel that we're running according to plan here. Our prioritized brands are almost flat. They're down SEK 8 million versus last year. Of course, we always want to grow, but considering the huge hoarding effect that we had in quarter one last year, we're still quite satisfied with that development. If you look at the other part of this is private label. We got huge orders in February and March last year. In food service, it started to drop last year, but that drop has continued. As I said, we have terminated a couple of principal contracts with pretty high sales, but very low margins. We have a currency effect due to the strengthening of the Swedish krona against the EUR primarily. We move to page number six. While net sales has only grown moderately in quarter one and EBITDA is down, I want to emphasize that we are very confident that we will continue our long-term growth journey that you see here. Our strategy and plans hold, we will continue to execute according to those. The somewhat slower development in quarter one is very much due to the fact that we recycle those hoarding effects from last year, plus the seasonal pattern of System Frugt. A few highlights on the brand side, and we go to page number seven. Building strong brands is one of Midsona's core competencies, and we have a number of those, and those are primarily the brands that we call our prioritized brands. We're very proud that Kung Markatta has been awarded Sweden's greenest brand, and this we think is a proof of the continued brand building that we have done for the brand. Of course, this is something that we now will employ in our marketing of the Kung Markatta brand. We go to page number eight. As you know, and as I've already talked about to some extent in the presentation, the rollout in the grocery trade in Europe is a key project for us. In the Nordics, where we have our home markets, most of our products are sold in the grocery trade, we think that this is both good and the right way to go about it because in the grocery trade, you meet a lot more consumers compared to the specialty trade. This is in contrast to the situation out in Europe, where our brands mostly have been in the specialty trade. To reap the full benefits and get the full potential of the brands, we need to launch them into the grocery trade. This is what we have started in the key markets. We see continued good development for the Davert brand in the grocery trade in Germany. Despite the fact that we are citing hoarding effects also in Germany, the brand is growing double digits in Q1. This is of course very promising because it shows that the plan works and that we also see consumer off-take. The consumers are actually picking the brand and the products from the shelves. Pretty much along the same lines, if we go to page number nine, we are rolling out the Happy Bio brand in France and Spain. We have continued to build distribution, continued to launch new and innovative products, and we see some quite spectacular growth, which is close to triple digits. Admittedly, it's a low base, but the base is growing very quickly, and we are attracting more customers and more consumers quarter by quarter. By that, I would leave the word to Max Bokander, who will go through the financials in some more detail, and then I will summarize at the end. Thank you, Peter. I would like you to move two pages forward and be on page 11. In the quarter one, we had a small growth, driven by added System Frugt. The organic development was negative at 5.6%, mainly due to the positive hoarding effects that we had during last year. Worth noting is that not only the prioritized brands developed better, the own brand portfolio developed better. I will come back to that. The gross margin comparison with last year continued to be impacted by System Frugt, which has a lower gross margin than average in Midsona. The EBITDA variance is largely explained by the negative effects from the lower organic sales. These were partly offset by synergies, favorable mix, and favorable transactional exchange rates. The free cash flow is seasonally weak during Q1 for Midsona, and this year it was additionally negatively impacted by us deciding to end a factory agreement within System Frugt. Now, I'll ask you to move to page 12. System Frugt adds 11%, and besides already mentioned organic decline, the currency continued to have a negative translation effect in the period of 3.6%. I'll ask you to move to page 13. This is the slide where we show the organic sales development by sales channel. Last year, basically all channels had a positive impact by the hoarding effect except food service. Food service, on the other hand, during this year had some negative effects due to lockdowns. Compared to last year, this year includes one less invoicing day, representing a theoretical 1.6% lower space. To be noted is also that Easter, that was a part of Q1 this year, do not have a positive demand on Midsona products. I ask you to move to slide number 14. Here you see the sales development over the last five quarters. I would like you to note that our own brands continue to develop better than the average business within Midsona, which is important for our mix. I now ask you to move to page 15. In the upper graph, you see the gross profit and the gross margin development versus pro forma last year. Versus pro forma, we improved the margin with 0.6 percentage points. However, we generated lower gross profit from lower organic sales. In the lower graph, you can see that the EBITDA effect is less negative than the gross profit effect. Actually also compensating higher marketing expenses. I now ask you to move to slide 16, the summary of the Nordics division. The division had a net sales growth of 8.6%, driven by the structural growth, added System Frugt. Here grocery trade include a negative effect from the discontinued sale of a low-margin licensed brand, which is positive for the mix. Pro forma, System Frugt added SEK 1 million in EBITDA, i.e., the year EBITDA landed on the same level as last year pro forma. This despite a negative organic sales development. I now ask you to move to slide 17, the summary of Division North Europe. The Division had an organic external sales decline at 4.7%. However, as you can see in the graph and also mentioned by Peter, grocery trade continued to grow with the successful launch of Balik. Food service, on the other hand, that is a material share of the business within North Europe and used to represent 30%, have during this quarter been impacted by the lockdown. Basically, the lower EBITDA versus last year is mainly driven by the lower organic sales. I now ask you to move to slide 18. Within South Europe, we also had a negative organic sales development due to the tough comparison figures here at 3.1%. Also worth mentioning here, as you see on the graph to the left, is that grocery trade continued to grow significantly, I would say, with the continued successful launch of Happy Bio. Also here, the EBITDA, unfortunately, is lower due to the organic sales development. Now I would like you to move to my final page, the free cash flow, slide number 19. As I introduced, for Midsona, Q1 is a seasonally weak cash flow quarter, and this quarter was additionally negatively impacted by a discontinued factory at System Frugt. We have during April, decided and implemented a new credit frame which will increase our flexibility going forward. We have not utilized it and do not see the need in close by. With that, I would like to hand back to you, Peter. Thank you so much, Max. This takes us to the summary of this. I think that we have the stories quite clear. We did have tough comparative figures at the beginning of 2021. To some extent, we still have that in April 2020. That is also the last month of hoarding last year, and then we will have more normal comps again. The relevance in the grocery trade in Europe continues. This is a key long-term project for us that will significantly strengthen our European presence. We did invest in extra marketing in Q1, and we will continue to do so in Q2 to support the launch because this is such a strategically important project that we need to make it a huge success. The signs that we see so far are very promising, and we will continue to drive this very hard because this is a major opportunity for us looking forward. The integration of System Frugt continues. Please remember, as discussed earlier, there is a strong seasonal pattern for System Frugt with Q1 being the weakest, and then gradually you should expect to see stronger quarters as we move into the season. By far, the most important quarters are quarter three and quarter four when we do a lot of the Christmas sales. We continue to look for M&A opportunities. The opportunities have been fewer during the pandemic, but as restrictions are lifted, we are confident that we will be able to acquire new companies in our quest to consolidate the European market for healthy and sustainable food products. Although we had challenges in quarter one, I look to the future with confidence. Thank you so much, and by that, I open for questions. Thank you. If you wish to ask a question, olease press zero one on your telephone keypads. If you wish to withdraw your question, you may do so by pressing zero two to cancel. Our first question comes from the line of Ewan Brown of ABG. Please go ahead. Thank you. Hi, guys. I have a few questions. First of all, if we go into a month-by-month basis here, is it possible to split up the quarter into before and after the hoarding comps came in, the organic sales development there? Okay. Should I answer that or would you like to take all your questions? Let's take them one by one. Let's take them one by one. Okay. We will not give you specific figures in terms of how the development was month by month, but for sure, the major negative effect as we expected was for sure in March, because that was when we were facing the extremely high comps from last year. While January was quite normal, February was somewhat affected by hoarding last year. At the same time, I should say that the month of March, in terms of profitability, was quite good for us. And this is due to the fact that we are increasing production in System Frugt. That's the way I would like to answer that question. Thank you. You mentioned April being more of a hoarding comp as well. Would you classify that more as a February or March comparable, if we state it that way? The peak for sure was in March. I would say that it started to some extent in February, and then it was mainly customer hoarding because customers got wary about Corona effects. The first half of March was very strong. The second half of March last year was extreme. It went on a week or two into April, and then it gradually receded. I would say that March for sure was the strongest hoarding month, then April, then February, and then May was pretty much back to normal or even a little bit of a backlash in terms of lower than anticipated sales last year. That's the pattern that we saw. Thank you. You also talk a bit about synergy effects there in System Frugt that should gradually increase over the year. Is it possible to quantify the synergies you expect during 2021? The synergies we had in quarter one was SEK 3 million, roughly. We foresee additional SEK 2 million in quarter two. The project is going according to plan and should be completed late early Q4 which of course then will continue to have rolling effects into next year as well. I didn't want to quantify it more, but we have communicated SEK 34 million as a rolling effect, and we're following that plan. Wonderful. Thank you. Regarding the marketing investment as well, you mentioned SEK 10 million in the report. Is this the magnitude we should expect in Q2 as well? I would say that that would be a rough benchmark, yes. Thank you. A last question from me as well. You mentioned M&A activity as well and how hard it has been due to lockdowns to reach out in Europe. Is this where you see the most targets currently if you look at the pipeline here? Are you seeing most objects in Europe, or is it still the Nordics? I would say that we are looking at both, and as we have communicated earlier, we have a focus on Europe because we want to expand our presence in both Europe North, I mean the DACH region, and Europe South with France, Spain, and neighboring countries. For sure we are looking there. There also might be good add-on acquisitions in the Nordics. We did two of them last year because those were available, and those fitted very well into our overall strategic framework. We are looking at acquisition opportunities in all our divisions. Thank you very much. That was all of my questions. Our next question comes from the line of Johan Dahl of Danske Bank. Please go ahead. Thank you. I was late to the call, unfortunately. How much of a full-year impact of this ended the contract manufacturing? How will that impact the group on a rolling 12-month basis? Can you discuss that? On the licensed brands, I would say that I mean, rough figures now. Net effect would be about SEK 60 million, but the gross profit is extremely low. These are contracts that we have terminated because there were just no profits left for us. Already last year, the profit impact was zero, maybe even negative. On the profit side, it doesn't have a lot of effect, if any effect, but of course, on the net sales side. On your supply chain, how does that look at the moment? I've seen a lot of disturbances out there, and you complained about that in the past as well, but what would be updated situation be for you guys, and if you can provide any forward-looking comments there? We are still facing increased transportation costs, and I think that goes for pretty much everyone. A lack of containers, especially from Asia. This is something that has had effect of us. I think that the effect for quarter two will be about at the same level as quarter one. Even if organic growth is somewhat negative this quarter, we still have had some production disturbances. For certain items, especially in Division North, still demand is higher than the supply. That has also driven some extra costs and meant some lost sales in Division North. Thank you. Just to remind everyone, if you would like to ask a question, please press zero on your telephone keypads. You can withdraw your question by pressing zero to cancel, and we'll have a brief pause while any further questions are being registered. And there are no further questions at this time. Please go ahead, speakers. I would like to thank you all for your attendance. Thank you so much, and bye.