Investment AB Latour (publ) (LATOB) Earnings Call Transcript & Summary

August 19, 2026

OM SE Industrials Industrial Conglomerates earnings 56 min

Earnings Call Speaker Segments

Katarina Rautenberg

executive
#1

Good morning, and welcome to the presentation of Investment AB Latour Interim Report for the Second Quarter 2026. [Operator Instructions]. And with that, I hand over to CEO, Johan Hjertonsson; and CFO, Mikael Albrektsson.

Johan Hjertonsson

executive
#2

Thank you very much, Katarina. Welcome, everybody. This is Johan Hjertonsson, and welcome to our repetition of the Q2 report. I'm here together with our CFO, Mikael Albrektsson. So the presentation is divided into 2 sections. Firstly, we will walk you through the at Group's development in Q2, commenting on the development for the investment portfolio and the wholly owned operations and then we open up for questions together with Mike. And then we have a second part where we will make a deep dive into Nordmark groups, 1 of Latour 7 wholly owned operations. And there, we will invite Daniel Vesper, CEO of Nora Group for this section. And finally, we'll have a Q&A session altogether with Daniel on the Nonagro presentation. So if we go to the first slide, I would say, on commenting overall, solid second quarter performance, supported by positive market developments, especially toward the end of the quarter. Order intake grew organically by 13% and net sales by 4%. Adjusted EBIT amounted to SEK 999 million with a margin of 13.8%. The order backlog increased to just over SEK 8 billion, which provides a solid foundation for continued growth in net sales going forward for the remainder of the year. As you all know, geopolitical adversity remains with delays in some project start-ups as 1 effect. Our assessment is that no business has been lost, rather deliveries and revenues that has been postponed to upcoming quarters. The turmoil in the Middle East, unfortunately, continues However, Latour has limited exposure to the region and no material negative impact has been identified or recorded to date. I will comment more on the financial outcome in details later in this presentation. and the investment portfolio has seen some activities during the quarter. In May, we made a partial divestments of our holdings in ASA ABLOY and in cuts -- and this is something that we don't do often, and it's important to emphasize that we remain as the largest shareholder in both companies with full support for their respective long-term strategies. -- by realizing a small portion of the value created in AallonSecurites, we can continue to develop and expand our wholly owned operations as we communicated earlier. The acquisitions activity in the wholly owned operations has been high during the quarter with 5 completed acquisitions. And thereby, I'd like to hand over to Mike to comment on our net asset value development. So over to you, Mike.

Mikael Albrektsson

executive
#3

Thank you very much, Johan. And when summarizing the first half of the year in figures, we can conclude that the net asset value decreased by 3.7% during the 6 months, and this is adjusted for dividend and amounted to SEK 203 per share to be compared to the 6 Rx that increased by 8.1%. And the share price at the end of June was SEK 193, which means that there was a discount of 5% compared to how we present the net asset value. And as of yesterday, the net asset value was SEK 204 per share, and the share price on the same day closed at SEK 188, which gives a discount to our way of describing the net asset value of about 8%. The consolidated net debt decreased during the quarter from SEK 15.3 billion to SEK 12.3 billion, and this is driven by proceeds from divestments in the investment portfolio and partly offset by dividend payments. And the net debt corresponds to about 9% of the market value of our investments, leaving headroom for further acquisition as we go forward. And with that, I hand over back to you, Johan.

Johan Hjertonsson

executive
#4

Thank you, Mikael, and then we would like to continue by commenting on the investment portfolio. As I said in the beginning of this presentation, we made a partial divestments of our holdings and Hassalo and Securitas in May. Following the divestment, we hold 29% of the voting rights in ASA are growing and 27.6% of the voting rights in Securitas and remain, as I said, the principal owner of both companies. The stock market improved slightly in Q2, while volatility remained elevated due to the geopolitical tensions and trade uncertainty. Adjusted for dividends and portfolio changes, the value development of our portfolio of listed and holdings amounted to minus 8.8% during the first half of the year, whereas 6 Rx was plus 8.1%. Some of our holdings have shown weaker stock market performance, while others have been better. Until yesterday, August 18, the portfolio value was SEK 75 billion, the total return amounted to minus 7.9% so far this year, whereas the 6 is plus 10.6%. And if we go to the next slide, the holdings to comment on the holdings results that are reported are mixed, but the majority of the companies continue to show positive underlying performance and are adapting well to the changing market conditions. As in the wholly owned operations, market conditions improved towards the end of the quarter and several companies reported strong demand in their key segments during their Q2 reports. Over the past decade, our holdings have demonstrated strong underlying growth and earnings development despite a more challenging market conditions in recent years. We believe we own high-quality companies and continue to act as active principal owners in all our holdings, providing strong support for their long-term strategies. And then we go to comments on the wholly old operations. Market conditions continue to improve, although the picture remains mixed across regions and sectors. Within the construction industry, demand is particularly strong within the building renovation, energy efficiency in industrial and infrastructure sectors, which benefit from several -- which benefits to several of our companies. Most of our holdings report solid underlying demand with healthy order intake and growing order books. And as I said, some projects start-ups have been delayed which has somewhat impacted net sales during the quarter. However, we expect revenues to be recognized in the coming quarters and do not believe any significant orders have been lost. During the quarter, order increase organically by a strong 13% and net sales increased organically by a healthy 4%. Currency headwinds continued to give negative effects compared to last year. However, somewhat lower effects now than in the beginning of the year. The adjusted operating result for the quarter amounted to SEK 999 million with an operating margin of 13.8%. The profit development reflects good cost control and efficiency improvements in the operations. Overall, I'm pleased with the quarter, strong organic growth, especially in order intake, but also in net sales, as I said, and improving market positions and the impact of implemented measures provide a solid platform for the second half of the year to come. Then if we continue to comment on the acquisitions and divestitures. We have had a high pace within the acquisition area. During the quarter, we completed 5 acquisitions across our wholly owned operations. Swegon accounted for 3 of these through the acquisitions of Western air condition in the Netherlands, Laminar in Switzerland and the residential ventilation business of downturn in Denmark. Calian acquired Vico in the U.S., enhancing its service offering and market presence in North America. Bemsiq acquired U.K.-based Sea things, strengthening its presence in the energy metering market. Two acquisitions was made in the first quarter. Latour Industries completed the acquisition of ASTar and then see with Latour industries acquired Scandinavian Sealing. Both companies are based in Sweden. And finally, as mentioned in the last quarter, we go also streamlines its operation and have divested noncore holdings transactions, the transactions will have a positive impact Oswego's margins. All in all, we have added net sales of SEK 700 million on an annualized basis so far this year. and I'm looking forward to seeing what the upcoming quarters can bring. Then I hand back to Mike to comment on the performance of respective wholly owned holdings. So over to you, Mike.

Mikael Albrektsson

executive
#5

Thank you very much, Johan. And we start with Bemsiq Group. And Bemsiq had a continued positive and stable performance in the quarter. Good growth in order intake amounted to 14%, driven by organic growth and partly offset by negative currency effects. The total organic growth in net sales was 6% with a strong development on the North American market and within the Building Automation business. The metering business is somewhat slower, and this is driven by a weaker demand in the Nordics. The adjusted operating profit amounted to SEK 124 million with a good margin of 21.3%. And as Johan just mentioned, Bemsiq acquired siting in the U.K. during the quarter and end-to-end hardware and software solution provider, primarily focused on energy usage. The company has an annual turnover of GBP 2.5 million with a profitability level well above Latour financial targets. And with that, we shift page and take a look at Calian where we could see that the positive momentum continues during the quarter with the strong demand from the large customers. Order intake more than doubled compared to the same quarter last year and driven by larger project orders within loading and unloading. Net sales grew organically by 3% % and the order backlog is at solid levels for coming quarters. The gross margin remains at a healthy level. However, adjusted operating profit for the quarter was adversely affected by approximately SEK 20 million on a net basis. This is reflecting a provision for a previously underpaid Section 232 steel tariffs in the U.S. and the impact of refunded IEPA tariffs also in the U.S. As mentioned just before, Calian acquired Wiko in the US during the quarter and Wikis a premium provider of maintenance and installation services within the material handling sector. Wilco has an annual turnover of USD 23 million with a profitability level above Latour financial targets. We then continue with Hultafors Group where we saw that the net sales grew organically by 4%, reflecting strategic investments in product development, sustainability and digitalization. Strong performance in the personal protective equipment with 6% year-on-year growth, while the hardware division continues to face a more challenging market. Gross margin remained at a high level, which combined with good cost control, supported an increase in adjusted operating profit to SEK 252 million, corresponding to a margin of 15.2%. The adjusted operating profit was positively impacted in the quarter by SEK 13 million following the repayment of U.S. IEEPA tariffs that was implemented during 2025. We then turn page again and take a look at Inova. And order intake is in line with last year despite challenging markets in the Middle East and Asia. We see stable net development with positive growth when adjusted for currency effects. The gross margin continues to improve step by step, and this is driven by good price management and cost control. Adjusted operating profit amounted to SEK 98 million, corresponding to a margin of 11.4% and demonstrating resilience in the challenging market conditions and continued currency headwinds. We then continue with Latour Industries. And Latour Industries order intake grew by 14%, of which 5% was organic growth. Riaan Alto continues to see a good underlying demand while the other business units operate in a more challenging market. Net sales increased by 9% during the quarter, driven by acquisitions, while the organic growth decreased by 1% in the quarter. The adjusted operating profit was driven by strong performance in Riaan -- also and the margin increased to 10.3% in the quarter. And as the heading of the slide states, Latour Industries remains focused on developing its existing holders while continuing to identify new platform investments opportunities for the future. We turn page and take a look at Nordlock. And Nordlock continues to deliver a very strong performance. Underlying demand remains solid, although order intake was below last year's level, but this is primarily due to a SEK 100 million project order received in the corresponding quarter last year. Net sales grew organically by 8%, and all regions contributed to the growth and the order backlog remains at a healthy level. The adjusted operating profit increased to SEK 162 million in the quarter, corresponding to a strong operating margin of 28%. And you will all get the opportunity to learn more about the NOL Group late in this presentation as we welcome CEO, Daniel Vesper to the call in just a few minutes. But before that, we turn the page, and we take a look at go Boswegan order intake continued to develop positively during the quarter, with organic growth of healthy 20%, supported by strong demand in the Netherlands, North America and India. Net sales was in line with last year's level, negatively affected by divestment and currency headwinds, and organic growth amounted to 5% where North America and Sweden performed well, delivering solid growth. The adjusted operating profit came in at SEK 268 million with a margin of 10.4%. And as Johan mentioned earlier, Swegon completed 3 acquisitions during the quarter, -- we had Western air conditioning, a supplier of high-quality HVAC solutions in the Netherlands. Lamona, a Swiss distributor of room unit products for air distribution and downturns Danish residential ventilation business, strengthening Swegon's position in the residential indoor climate segment in Denmark. And Singen has also completed 3 strategic divestments since December 2025, and this is as part of its efforts to stream down the core business and strengthen long-term competitiveness. While these divestments have impacted growth figures compared to last year, they are expected to contribute positively to the margins going forward. And that wraps up the run through of the business areas, and we change slide to our financial targets, and I hand over back to you, Ivan.

Johan Hjertonsson

executive
#6

Thank you, Mike. The financial targets. Let's comment on those and where we are. Summary of our financial targets. During the last 12 months, we have had growth of 3.8%, EBIT margin of 14% and return on operating capital of 14%. This is an outcome that we're very pleased with. And keep in mind that the targets are to be seen over a business cycle. Growth is driven both by acquisitions and organic growth, but with currency headwind -- adjusted for currency, the growth amounts to 8%. EBIT margin is on a good level and return on operating capital is satisfying. If we comment a bit on our long-term perspective on the next slide. Overall, we're pleased with the quarter and the progress made across the group. A strong order backlog provides a solid foundation, as I said, for revenue growth in the coming quarters, and our organizations are well positioned to capitalize on the improving market conditions. As a long-term principal owner, we remain committed to supporting our holdings for both opportunities and challenges. Our focus continues to be on the long-term sustainable value creation and we remain dedicated to creating attractive returns for our shareholders over time. With strong market positions, committed teams and a long-term perspective, we are confident in our ability to continue creating sustainable value for our shareholders. Thank you. That was the presentation so far from Michael and myself, and then we open up for the first Q&A session here to answer questions on the overall results, and then we will go into the Nordax presentation. So open for Q&A.

Operator

operator
#7

[Operator Instructions] The next question comes from Linus Segerson from DNB Carnegie.

Linus Sigurdson

analyst
#8

So starting off, could you give some color on these comments about postponed project starts? Like what kinds of extended time lines are we talking about? And which parts of the business would you say are mainly expected?

Johan Hjertonsson

executive
#9

Mike, would you like to start?

Mikael Albrektsson

executive
#10

Yes, I can do that. In terms of timing, I mean we are not talking about very lengthy postponements. So we're -- but rather, I mean, possibly push forward into the coming quarter or so. And in terms of what type of business that these are reflecting to is where you see a bit of a more project orientation for elements, certain aspects of the Swegon business. And you can also see some elements of it in, for example, the Calian business. But in terms of timing, it's not an extensive time line extension that we are looking, but more pushed from quarter to quarter or so.

Johan Hjertonsson

executive
#11

Yes. And I can just add to that, that you have dynamic effects. I mean, I would argue that 30% order income growth organically is very strong in the quarter. But I would also argue that actually 4% organic growth in net sales in quite halt in the quarter. However, there is a material difference between order income and net sales -- and I think this effect. And the lion effect of the difference is the cause of the order income is recorded in the quarter. Normally, we have an average delay of 60 to 90 days from order income to sales. So that's the main effect. I think the minor effect is this postponed projects that we have seen. Correct. So was probably correct.

Linus Sigurdson

analyst
#12

And then moving to Sian, positive to see the organic momentum picking up. Just a question on the margin development. I mean given the organic growth and that these divested businesses were margin dilutive, if I'm not mistaken. What's driving this lower margin year-over-year? Is it just as simple as cost inflate?

Johan Hjertonsson

executive
#13

Yes, I can start by commenting and then please you add, Mikael, I think on the divestment businesses, it was kind of nonstrategic businesses. And you're correct. -- liners, they were margin dilutive. So just by investing those businesses, we look forward to improve margins just by that effect. And in the same case on the margin, I mean, it is quite volume-dependent, Segovia manufacturer and factories and quite a lot of fixed assets in that sense. However, I think they defended the margins fairly well even though lower volumes in earlier quarters. And with increased volume, and the market coming back and Sweden continuing to take market share with a good healthy gross margin development. We look forward to a quite strong drop-through coming in the coming quarters. Sealand, that's what we expect. Mike, would you like to add to that?

Mikael Albrektsson

executive
#14

At an just said, we have had a rather long stint of positive book to bill with Swegon where order income has been coming in. So which means, of course, that we feel confident this will be funneling through to revenue over time. And of course, when you build a company, you need to take on some costs. It's very hard to do that exactly 1 on 1 with how the net is developed. But that, as Johan said, we -- as those volumes funnel through, there is no reason to believe that the fundamental profitability of the company has reduced.

Linus Sigurdson

analyst
#15

That's fair. And then on Hultafors, mean same there post see good momentum in PPE in particular. I mean is there any kind of project or type of customer, especially that's driving the improvement there in PPE?

Johan Hjertonsson

executive
#16

Mikael, would you let start?

Mikael Albrektsson

executive
#17

Yes. I mean I think I would say more that Hultafors is doing a good job and moving towards the end customer. I mean, that has been a very strong I mean the underlying organic growth in that industry of construction have been a bit subdued, but I would say that Total has done a great job in stepping forward, working toward the end customer, being more active in the market, driving campaigns -- so I think as we see it, it's a receipt of well-done market activities and being close to the customers more than any specific big projects. They have a really good portfolio of products. but I think they have been serving the market and being out there in a good way, which we now see the fruits of.

Johan Hjertonsson

executive
#18

Yes. And I'd like to add, I think the lion's share of other sales is to the business-to-business sector, other professionals. But there is a fairly large share also of the Hultafors sales that is more exposed to private consumption and that has been more subdued during the last couple of years. And I think maybe we see some early signs of that coming back as well.

Linus Sigurdson

analyst
#19

And then just finally on Hot the reorganizing of the segment structure, is there anything we should be aware of there? What's the rationale behind that?

Johan Hjertonsson

executive
#20

Mikael.

Mikael Albrektsson

executive
#21

Yes. No, I mean, to be -- that's, I would say, just a way of presenting. It's the figures for you guys in the market really doesn't mean that there is a significant underlying difference in how they operate. So it makes more sense from a business content perspective to bucket it in this way for -- I know it's also a closer way of how the operate in Hultafors. So there is no significant change underlying that has landed in that segmentation.

Johan Hjertonsson

executive
#22

Yes. I think that's the important part what the latter thing you said there, Mike, it's more correct way of describing the business in the quarter, how it's operated actually.

Operator

operator
#23

The next question comes from Derek Laliberte from ABG Sundal Collier.

Derek Laliberte

analyst
#24

I wanted to follow up on the order intake which was fairly strong while the sales and particularly EBIT growth were more muted. How much would you say of this is this gap is timing and how much reflects any slower conversion mix or margin pressure?

Johan Hjertonsson

executive
#25

Thank you, Derek, for the question. Sorry, I dropped you in the beginning. Was it on the overall group results?

Derek Laliberte

analyst
#26

Yes. Yes, on the overall industrial operations.

Johan Hjertonsson

executive
#27

On the overall industrial operations. Mikael, would you like to take the.

Mikael Albrektsson

executive
#28

Yes. I mean, we see them primarily as a timing effect rather than that there is a different in more increased margin pressure on the businesses overall. -- as Johan commented earlier, as that the order intake funds through the systems revenue we feel confident that, that will funnel through with a good drop-through. So that's why we see it more as a timing effect rather than anything else really.

Johan Hjertonsson

executive
#29

And just to underline, again, which Mikael says we have had for many quarters, positive book-to-bill. So we have -- and as -- yes, I think I said in the beginning, we have an order stock of over SEK 8 billion orders on hand, which is a record high for us.

Derek Laliberte

analyst
#30

Okay. Great. And that SEK 8 billion, I think you alluded to it a bit, but we should see then, I suppose, most of that to be converted into revenue at least during the second half, I would presume.

Johan Hjertonsson

executive
#31

Yes, absolutely. I cannot promise everything will be converted in Q3, but in Q3 and Q4 together absolutely, it should be converted.

Derek Laliberte

analyst
#32

Perfect. And then in the report, you described this gradual market recovery, but also the sort of the construction trends looking at it overall here, which -- and the markets are actually improving and where would you say that demand is still weak, if you could give some more flavor on that.

Johan Hjertonsson

executive
#33

Yes, very good question, Derek. I mean, as you know, since you follow Latour, we are very heavily exposed to the building construction industry at large, right? -- but that's a huge industry in most economies around the world, right? And I think it's important to look deeper down into the different segments of that industry. And you see segments like air quality, air handling, the air climate, the indoor air climate is -- there is a strong demand there. And then we're well positioned with Segon and with Ben. For instance, you see big investments coming into infrastructure development, defense and defense is, of course, not only weapon and weaposystem, but it's also a lot of buildings and roads and things to be construction. You see a segment as data centers with extremely high growth in that area. So it's -- I think it's important to look at the building industry in its different segments. And then you have segments like residential building. I would argue strongly that it's very, very subdued in most markets, both in the U.S. and in Europe. So there, you have some examples of good, strong expanding segments but also an example of a subdued segment in the residential construction area.

Derek Laliberte

analyst
#34

All right. I appreciate the clarity there. I wanted to ask on Swegon also, I'm not sure exactly how to look at this. So you mentioned it benefiting from data center and industry-related projects here sort of -- I mean, can we view this as this now been sort of enough to offset any, say, remaining weakness in the commercial and residential construction areas.

Johan Hjertonsson

executive
#35

Yes, Derek, I think you can. It's important to remember, Swegon is exposed to the residential segment, but that's a small part of the Sweco business that the absolute lion's share of the Saber business is on business-to-business to commercial buildings and infrastructure and so on. So I would say the short answer is yes to your question.

Derek Laliberte

analyst
#36

Okay. Great. And finally, after this sell-down here in ASA ABLOY and securities I mean, I can say something about how quickly you expect to deploy this additional financial flexibility into the wholly owned industrial operations?

Johan Hjertonsson

executive
#37

No. But over time, we will deploy that in the wholly owned industrial operations. But I think you can expect the same pace as we have had and maybe somewhat increased pace, but it's also a way to assure that we long term can follow and support and add -- provide capital to our wholly owned businesses when they expand both organically but also inorganically via M&A going forward. So it's kind of a long-term action that we've taken to be able to support these very fine businesses that we believe a lot in and I think has proven throughout the years to create a lot of value. We expect to continue to do that. So this has assured us that we can do this over a long period of time going forward. Thank you, Derek. Great. There's no more questions there. And we do have any written questions, Mike?

Mikael Albrektsson

executive
#38

No, we do not have any written questions here.

Johan Hjertonsson

executive
#39

Good. Then we are down with the Q&A session then on the overall report. And then to the highlights of this presentation, I'd like to introduce again then Daniel Vesper, CEO of Nordlux Group to give us an overview of Nordock. And as I said before, after Daniel's presentation, we will have a Q&A Mikael, I and Dani together. with all of you. So by saying that, I hand over to you, Daniel. Please, you have the floor.

Unknown Executive

executive
#40

Thank you, Johan. So my name is Daniel Westberg and the CEO of the Nora Group, as Johan said. And my ambition here. I will try to give you an overview of how we work to create both shareholder value and customer value in the Nonagro -- and also by the end on my presentation here, you should understand what's behind our tagline, build connections that last. So with that, if we can move to the next slide. The group is truly global group today. And you see on the map here, we've got presence in most industrial companies. And 95% of our sales are outside of Sweden today, although the origin is very Swedish. And being global, it's 1 of the things that makes or look good. We're able to serve our customers globally wherever they are and follow them around the world. It's also a good way to fence of competition. We meet them early and make sure we're better than competitors in every part of the world. But it's also good in terms of tariffs, high transport costs, currency fluctuations and also not to forget from a sustainability aspect to try to minimize tariffs. But the main driver being global, it's absolutely being close to the customer, being able to work with the customers in local language, their time on, et cetera. And you see this as well. I will not go through all the numbers here, but the 10 tech centers we have is a good example. And these are centers where we can bring in customers, we can do tests on their applications to make sure that the performance they should. -- and we have this in 10 places on. And this is something where we are significantly better than competition today. And also here, the geographical expansion, and I'll show you later how we've created value for Latour over time. But also now, we're able to continue to expand into new geographies. And the end of last year, we opened our own sales center in Brazil. And typically, we do an investment like this around 24 months later, we see a positive impact from investments into new markets. And we still have areas where we can grow within the countries and within regions, and I think especially Southeast Asia is an area where we can continue to be more active to grow long term. So let's move to the next slide. So if we look at this global perspective here from a numbers perspective, you see that we've got a healthy split here, Europe, Middle East and Africa, 40%, Americas 35% and APAC 25%. And good all regions grow for us. And that is important also in a slower growth region like Europe, we are growing, and we're growing above industrial production. Fastest growing for us is as it should be. It's the APAC region. It's probably more than 50% of the relevant market for us. So that being 25% of our share today, I mean, we want to grow faster than the other regions, and we're doing that. If we look at the segment exposure, also here, we have a healthy mix of segments. We sell into a lot of industries, and that's making the group very stable over a business cycle that kind of even out a little bit -- but also we look where we are right now, we are active in some industries that are attracted to be. And like power generation, of course, is an attractive area to be it's our largest segment. Mining is an area where we're very active as well and growing in. And also in the other part here, we see rapid growth in the defense side for all our product lines. So we're quite pleased with the exposure we have, and we're continuously playing that to try to maximize our growth. Let's move to the next one. So the Nordic Group today, where all our activities are based on 5 product lines and 5 brands. And it's important for us that we have these 5 brands because we tailor our go-to-market brand and this is 1 of the things that is accelerating the growth, I think, a little bit in the last 2 years where we're really emphasizing that make sure we sell each product in the best way we can. And as an example, the well-known Nook washers, the origin of the group. We serve primarily the distribution. We work with OEMs and end users to get them specked in, but we supply our distribution. Whilst on the mechanical tensioning side and the hydraulic tensioning with the Super Bowl and board is very engineered. So there's an engineer from our side involved in almost every sale. And here we sell directly to OEMs and end users and normally don't go via distribution. So it's important to have this tailored approach to make sure we're as good as we can for every customer. And as you see on the right, we are always looking at, okay, what can we do more? What brands can we add and so forth. And that leads us to the next slide. When we look at how we shall develop our company we're very strict on where we want to be strategically. So if we look at the market as a pyramid is quite a traditional way to look at the market, we want -- we are in the top of the pyramid. This is an area where we want to be. This is where we have a lot of application challenges. This is where it's really safety critical and the cost of failure is high when something goes wrong. There's a lot of engineering often either. And this is also where the customers are prepared to pay more, this is where we are today, and this is also where we will stay. We don't want to become a commodity supplier. Also, as you can see here, one of the reasons why we're growing well and have been over a long time is that we're able to convert applications that they're using what we believe is less good solutions, more commodity type of solutions into our premium solutions that are more safe. This is fueling growth, and this is something that we've been able to industrialize on a global basis finding the applications around the world that we want to turn to lock solutions. So I believe we have a solid idea of where we are and where we want to be also in the future and also what will continue to drive growth for us over time. So let's move to the next one, Katarina. Another important aspect, claiming to be leaders, it's a declaim, but you also need to make sure you are a leader in every aspect. So we also need to follow the customers through the full through their food journey. So we're very active in the predesign phase, as I mentioned before. We've got engineers out in most industrial companies working with the customers answering their specific questions. We help with product verification. We can do on-site assessments. We do a lot of testing and validation. And then of course, we manufacture, we supply invoice, and that's where we make the money, but we need to be there in the whole -- through the whole lifetime of the design and assembly process as well. And this as well is something where we are well ahead of competition and make it difficult for smaller companies to come in and start competing on a global basis. Of course, this takes time to build up. So if we move to the next one. We can see what has this resulted in over the year? And as you see here, I mean, there's been a phenomenal growth. And here, I just show the value creation since 2009, Latour for us or lock longer than that. But you see an average growth here of around 13% organically and the acquisitions and then also including currency effects. If we look at where we are right now, we're in a good period right now. If I exclude currency effects, and M&A effects, we grew by just over 10% last year. And so for this year, 12.6%. And this is, of course, the result of everything we are doing around the world and not becoming complacent as a leader and continue to have high ambitions. Conversion, I mean, that's probably the main one. As I said, identifying the right applications, driving growth globally and also this world-class service that we try to provide engineering, but also availability quality we offer lifetime warranty and all our products, among others. There's a lot of things behind this fantastic financial development that is very sustainable as well over time. So with that, Catarina, I think we're down to the last slide here. So when safety really matters, that's when we want customers to work with Olo, and here you see a picture of Olson. So our solutions keep the cables in place. I hope you can feel next -- quite safe next time you pass the sensor. So with that, that's all I had and open for questions, I live.

Johan Hjertonsson

executive
#41

Yes. Thank you, Daniel. excellent overview of flying over the Norde Group fantastic. So we open up for the Q&A session. So -- and it's Mikael, myself and Dania we'll try and answer the questions you have on Nortek questions.

Operator

operator
#42

The next question comes from Linus Segerson from DNB Carnegie.

Linus Sigurdson

analyst
#43

Again, thank you, Daniel, for being on this morning. First off, a question on sort of APAC, and I assume China is obviously a big market opportunity for you. But what do you see as the main challenges to grow in that route?

Unknown Executive

executive
#44

We see this regionalization very clearly, and China has been driving the make in China 2025, they started that a long time ago. And -- there is a strong push in China for having it domestically produced. We are moving in that direction as well. We have good presence in China today. If we look on the mechanical tension side, we're doing that locally now in China to support the goals -- if we look on the washer side, we are supplying that out of Europe still. We've got enormous advantages of scale and it's massive investments to duplicate that. So -- but today, we see this clearly, and we're trying to navigate this actively in the group.

Johan Hjertonsson

executive
#45

Yes. No, but it's impressive. I think Moro, as you alluded to, Doner has been present in China during a very long time, we've been taking part of the growth in China over a long time. And we have many great examples of customers and infrastructure projects in China where we have provided our solutions, and I think we're well positioned to continue the growth also in the coming years in China with Noroos. We have very good contacts, very good local team. We have a very strong presence in China.

Unknown Analyst

analyst
#46

And APAC is a region and but if we split it up. We develop as well in China as we do in the other part of APAC. So yes. I don't see a situation where we're now losing China due to the regionalization on tariffs and so forth. We're on track.

Linus Sigurdson

analyst
#47

Okay. Thank you very much. And then if you could talk a bit about this opportunity that you see in specialty bolting and how this area can commence the same kinds of margins that you have in sort of the legacy washer business?

Unknown Executive

executive
#48

That's a good question because specialty bolting, it's an area where it's typically bolts and nuts manufactured to customer specs where you have a lot of certifications around that, it could be for different energy applications could be -- like nuclear, could be defense certifications, et cetera. So typically, what we supply, it's a machine product that is all not that complicated, but it's fully traceable on to an individual level. It's been full manufacturing process is documented. There's normally a lot of coatings on that, lot of nondestructive testing. So they're often ultrasonically test you on have cracks and often in quite unique materials to withstand corrosion materials, et cetera and so forth. So the paper work on that aspect often has a higher value and cost than the product in itself. So it's quite difficult for a local machine shop to replicate this because they don't have that infrastructure in place. And this is a large market -- it's some -- we estimate it's between SEK 10 million and SEK 70 billion if we look at this from a global spec. So it's quite an attractive area for us to enter as a group.

Johan Hjertonsson

executive
#49

So very interesting new growth segment for Norled in the coming years, a great one.

Linus Sigurdson

analyst
#50

And then -- could you explain a bit more how you work strategically with Fusion? I mean we've seen you buying some distribution businesses in the past. And I assume this is something we could see more of going forward.

Unknown Executive

executive
#51

Yes, we've been typically Notabhas been buying the distribution companies in a specific country, and that's been a very successful way to grow the group. When we look at distribution today, the our main channels to market for the washers. And we try to stay very loyal to our distributors. -- and more than 90% of our products -- all the washers with like and distribution. So the way we work is we try to create the market in every country, working with OEMs and end users. But these are C items supplied in high volume, often going together with other site components. So we have this great synergy between North lock as the engineering partner and the product owner and then the distributor that makes sure that they can get the right content at the right time when they need it. So this is an ecosystem that is serving us extremely well on the Nordex side. But as I explained before, we've got the different dynamics on the more engineered part of the group. Did that answer your question?

Linus Sigurdson

analyst
#52

Yes, yes, that's helpful. And then I had a final question more broadly on M&A and the opportunity there and what your pipeline looks like currently?

Unknown Executive

executive
#53

So we have a pipeline. I think naturally, I cannot go into more details for that. But of course, we have both the domain of growth that are important to us. always foremost is organic growth. I mean, we should grow organically about 10% every year. That is very good for us. And then we can -- we can absolutely grow the acquisitions as well. So we want to do both.

Johan Hjertonsson

executive
#54

I think we can add, Daniel, that we look for acquisition opportunities in all of the product segments, which Daniel alluded to. But especially, I would say there is quite interesting acquisitions opportunities in this new energy bolting segment also going forward. Right.

Unknown Executive

executive
#55

That's correct.

Johan Hjertonsson

executive
#56

Thank you, Linus. Let's see if we have somebody else who would like to ask some questions.

Operator

operator
#57

The next question comes from Derek Laliberte from ABG Sundal Collier.

Derek Laliberte

analyst
#58

Great presentation. I wanted to ask on your fantastic high-quality products here and looking over time, their pricing power has remained intact and whether customers are still accepting premium pricing in the safety-critical applications.

Johan Hjertonsson

executive
#59

Good interesting question, Derik. And I'm sure Don can answer it.

Unknown Executive

executive
#60

So it's -- it's a difficult question to answer, of course, of course, there's price competition. And there are competing products on the market. And -- we then active network, how do we defend our position. And it's -- I alluded to some of the aspects that are making us great. I mean it is the absolute service levers we have and the proximity to customers being able to solve their problems. And I think moving forward, also being able to support our customer digitally in a superior way. It is important. We're also working quite hard to make sure that we are perceived as a leader as well. And the brand is very important for us here. When you look at safety critical applications and safety product, creating there is a reluctance to take risk. And this is benefiting us quite well. When if it faces, it could result in massive asset damages with large costs, personal damage, environmental damage, et cetera. So the willingness in a lot of cases is, okay, it's not worth it. We want we know it works, it's proven, et cetera. So I think it's a large cocktail of activities that positions us where we are. And yes. to add from key Mike, I would like to.

Johan Hjertonsson

executive
#61

Mikael will add.

Mikael Albrektsson

executive
#62

Yes. I think in that -- I mean, assessment, I think it's also important to add that the Nora product in the applications that they're going to is a very, very small part of the total cost of material for the applications, which means back to the comment that Daniel had to take risk on that. Is that where you want to save the extra cent -- and so it's a typically very good position also to be a very small part of the Tutor solution, but very safety critical, which helps in maintaining and arguing for that price position over time.

Johan Hjertonsson

executive
#63

I think Don as example where the resubridge is a pretty good example, right, massive investment to build that bridge. -- but quite important that those bonds for the cables hold up, right, but still is fairly comparatively small part of the whole investment of the bridge and -- and I think it's just important to underline. Yes, we sell the best product, but we also sell knowledge in this area. And the engineers building the bridge, they want a knowledge partner -- those are really experts of Secure Baltic. And I think that's important as well to remember, it's a knowledge business as well or right, Daniel.

Unknown Executive

executive
#64

Absolutely. I think we can -- so coming back to the margin question. I think if you look in the last 2 years, I mean, we were able to increase margins actually I think when we see margin development, it will be more mix effects. So our portfolio rather than margin dilution that I don't see, at least not in the next few coming years. We will be able to maintain that.

Derek Laliberte

analyst
#65

Yes. I got it very interesting points there. I really appreciate it. And finally, I was wondering if you could give some flavor on something to say about how much of Nook's demand, you would say is structural versus sort of a cycle driven, particularly in the infrastructure, energy and, I suppose, industrial applications?

Johan Hjertonsson

executive
#66

Daniel.

Unknown Executive

executive
#67

Yes. I think most of our applications actually are exposed to the business cycle and follow the demand like any other industrial product, -- the big difference, if you would compare -- I come from SKF, for example. And if you look at the growth we have compared to SKF, I mean it's a lot higher all the time when there's loss mover. -- it's because we have this constant inflow of new customers all the time. We're able to convert customers to the Nordelec solutions. So the business cycle doesn't really matter. It should never be an excuse for us for not doing well. But of course, it will maybe be a difference. Do we grow by 11% to 14%, that is the business cycle. And that is -- we are affected by the business cycle in every industry and follow that. But you don't really see it, and I don't think you will see it. If we do a good job.

Johan Hjertonsson

executive
#68

And having said that, I mean, as we said in the beginning of your presentation, we are in quite many industrial segments. I mean, 1 is energy, for instance, and energy has its cycle, depending on the oil price and other things. And infrastructure has its cycle. And these cycles are not necessarily always in tune and are in the same. So they also even out throughout the year. So you can say we limit our cycle exposure in that sense that we are in different segments. -- if you understand. Absolutely. And also the regional exposure. And then just to check if there's any other questions.

Unknown Executive

executive
#69

No written questions recorded, No.

Johan Hjertonsson

executive
#70

Great. So thank you so much, Daniel, for the presentation of Nordic Group, and thank you all for listening into both the presentation of Latour Q2 report and the deep dive into Nord -- and we look forward to speak to you again when we release our Q3 report later this autumn. So that concludes the whole session. And we'd like to from Mikael and Dan and myself, thank you very much for listening in. Thank you.

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