Slide 1: MEKO January – June 2026
MEKO January – June 2026 July 23
Slide 2: Q2: Improved profitability, lower leverage and initiatives to drive growth
Q2: Improved profitability, lower leverage and initiatives to drive growth Adjusted EBIT increased 32 percent, driven by higher gross margin and lower costs Positive operating profit in both Poland and Finland – all business areas profitable Leverage reduced to 3.4x – supported by improved earnings
Slide 3: Several growth initiatives in a changing auto aftermarket
Several growth initiatives in a changing auto aftermarket • E-com platform Mekster launched in Sweden, + 130 Norway, Finland and Denmark percent increased product range • Increased product range by almost 130 percent in H1 during H1 • Continued investments in EV capabilities and AI • Expanded exclus
Slide 4: Annual and sustainability report and a strengthened Board
Annual and sustainability report and a strengthened Board • More comprehensive Annual and sustainability report • Expanded reporting on sustainability priorities • Two new members elected to MEKO’s Board of Directors • Broader expertise in strategy, transformation and digital business Camilla Monefe
Slide 5: Profitability improved despite flat organic growth
Profitability improved despite flat organic growth Net sales remained stable, and came at improved gross margins Cost down, both in % of sales and in absolute terms Strong EPS recovery as both transformation pace and effective tax rate normalize Rolling 2025 SEK M Q2 2026 Q2 2025 Change % 6M 2
Slide 6: Reduced leverage – committed to returning to target range
Reduced leverage – committed to returning to target range Net debt Net debt/ MSEK EBITDA* 5,000 x 12,0 Q2 net debt of 2,614 (2,861) MSEK 11,0 10,0 Leverage of 3.4 times, measured 4,000 as net debt/EBITDA excl IFRS 16 9,0 8,0 3,000 7,0 Term loan extended by one year and 700 MSEK amortization on
Slide 7: Improved gross margin driven by price optimizations and FX
Improved gross margin driven by price optimizations and FX Gross margin (%) bridge 2025 Q2 to 2026 Q2 0,8 42,9 41,8 0,7 1,4 0,2 • Favorable price effects in all business areas except Finland. • Currency had a positive effect in the quarter, primarily due to a weaker EUR against SEK, NOK and PLN. • N
Slide 8: Turn-around in Poland/Baltics and Finland drive improved group profitability
Turn-around in Poland/Baltics and Finland drive improved group profitability Adjusted EBIT (SEK M) bridge 2025 Q2 to 2026 Q2 • Significantly improved profitability in 2 12 11 Poland/The Baltics, driven by 19 24 232 implemented efficiency measures 63 • Finland returned to profitability, 175 supported
Slide 9: Denmark – Improved margins while organic growth was flat
Denmark – Improved margins while organic growth was flat • Reported net sales declined by 2%, with flat organic growth. Demand stabilized despite continued strong competition • Improved gross margin driven by favorable mix, with efficiency measures further supporting adjusted EBIT • Further staff re
Slide 10: Finland – Return to profitability supported by organic growth
Finland – Return to profitability supported by organic growth • Reported net sales increased by 4%, with 5% organic growth. Higher customer loyalty and proactive sales efforts offset continued fierce competition and price pressure 8% • Stable operational performance in automated warehouse with order
Slide 11: Poland/The Baltics – Efficiency measures supporting improved profitability
Poland/The Baltics – Efficiency measures supporting improved profitability • Reported net sales increased supported by both the Baltics and Poland. • Improved gross margin driven by a favorable sales mix, with cost- saving measures supporting adjusted EBIT development 29 % • Ongoing cost-saving init
Slide 12: Sweden/Norway – Stable profitability despite organic sales decline
Sweden/Norway – Stable profitability despite organic sales decline • Reported net sales increased by 1%, while organic sales declined by 3%. Higher competition and lower spare parts volumes to workshops • Improved gross margin driven by enhanced supplier management, 36 % with negative currency effec
Slide 13: Sørensen og Balchen – Continued impact from warehouse transition
Sørensen og Balchen – Continued impact from warehouse transition • Reported net sales declined by 4%, with organic sales of -10%. Transition-related issues in supply chain and lackluster market 5% demand weighed on performance • Gross margin declined due inventory adjustments and an unfavorable sale
Slide 14: Clarified segment reporting structure from the third quarter 2026
Clarified segment reporting structure from the third quarter 2026 • Updated structure reflecting the new organization from July 2026 • Sweden/Norway split into separate Sweden Finland and Norway segments Sweden Norway • Sørensen og Balchen included in Norway • Comparable historical financial informa
Slide 15: Q2: Improved profitability, lower leverage and initiatives to drive growth
Q2: Improved profitability, lower leverage and initiatives to drive growth Adjusted EBIT increased 32 percent, driven by higher gross margin and lower costs Positive operating profit in both Poland and Finland – all business areas profitable Leverage reduced to 3.4x – supported by improved earnings
Slide 16: Q&A
Q&A 16
Slide 17: We enable mobility - today, tomorrow and in the future
WE ENABLE MOBILITY - TODAY, TOMORROW AND IN THE FUTURE 17
Slide 18: Appendix
APPENDIX 18
Slide 19: Strong Group footprint
Strong Group footprint Market shares per geography Net sales per geography, 2026Q2 Denmark 28% Number of branches: 38 (26Q1: 42) Number of affiliated workshops: 882 (26Q1: 894) Finland 25% Number of branches: 149 (26Q1: 149) Number of affiliated workshops: 397 (26Q1: 390) Norway 25% Number of branch
Slide 20: Largest owners 2026-06-30
Largest owners 2026-06-30 Voting rights and share capitals, % LKQ Corporation 26,6 Fjärde AP-fonden 7,4 Nordea Funds 4,0 Unionen 4,0 Carnegie Fonder 3,8 Swedbank Robur Fonder 3,2 Eva Fraim Påhlman 3,1 Handelsbanken Fonder 2,3 Fidelity International (FIL) 2,3 Dimensional Fund Advisors 2,0 Total 10 la
Slide 21: Long term financial targets
Long term financial targets Sales growth Adjusted EBIT growth Annual sales growth of at least 5 percent Annual adjusted EBIT growth of at least 10 percent. - through a combination of organic growth and smaller acquisitions, but excluding selective M&A. Net debt/EBITDA Dividend policy Net debt/EBITDA