Slide 1: Fiskars Group's Investor presentation
Fiskars Group’s Investor presentation Updated August 2026 Group CMD presentation
Slide 2: Content
Content Fiskars Group in brief Strategy Financials Q2 2026 Appendices 2 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 3: Pioneering design to make the everyday extraordinary
Fiskars Group – Pioneering design to make the everyday extraordinary 3
Slide 4: Our footprint is diversified – brands present in over 100 countries
Our footprint is diversified – brands present in over 100 countries SALES SPLIT BY GEOGRA P H Y Americas 29% 51% Europe SALES SPLIT BY 20% BU SINESS AREA Asia-Pacific Fiskars 46% 54% Vita SALES SPLIT BY CHANNEL Direct 30% Own manufacturing units Fiskars 70% Own manufacturing units Vita Indirect Head
Slide 5: Fiskars Group key figures 2025
Fiskars Group key figures 2025 Net sales Comparable EBIT EUR million EUR million 1,140.2 76.4 Comparable EPS Gross margin EUR % 0.48 47.1 Free cash flow Personnel EUR million Dec 31, 2025 76.3 6,594 5 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 6: Our two Business Areas have differing business drivers
Our two Business Areas have differing business drivers VITA FISKARS Net sales Comp. gross margin Comp. EBIT Net sales Comp. gross margin Comp. EBIT EURm 612.6 54.1% EURm 27.7 EURm 522.0 39.0% EURm 66.6 Global, iconic, desirable brands across high-end Functional innovations in the gardening and outdo
Slide 7: The Business Areas balance each other in terms of seasonal volatility
The Business Areas balance each other in terms of seasonal volatility BUSINESS AREA FISKARS H1 FOCUSED BUSINESS AREA VITA H2 FOCUSED Gardening & back-to-school season End-of-year gifting season EBIT SPLIT 67% 33% -7% 107% BY BA H1 H2 H1 H2 GROUP 39% 61% EBIT SPLIT Last two years’ average H1 H2 7 AUG
Slide 8: Business Areas Vita and Fiskars in brief
Business Areas Vita and Fiskars in brief 8 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 9: Business Area Vita in brief
Business Area Vita in brief • Business Area Vita builds global, iconic, desirable brands across high-end homeware and fine branded jewelry • Vita’s brands are rooted in heritage – and play Tableware Drinkware Interior Jewelry in all key categories of high-end homeware • Its well-known brands include
Slide 10: Business Area Vita – Net sales splits (2025)
Business Area Vita – Net sales splits (2025) SALES SPLIT SALES SPLIT SALES SPLIT SALES SPLIT BY BRAND BY CATEGORY BY CHANNEL BY COUNTRY Other Outlets Others Free Jewelry Rest of the world Denmark Georg Jensen 4% standing 9% Moomin 13% 11% stores 24% 18% 18% Arabia 11% 9% Tableware Serveware & 38% UK
Slide 11: Business Area Vita quarterly figures
Business Area Vita quarterly figures NET SALES AND COMPARABLE EBIT MARGIN EURm % 220 215 210 213 30 200 180 20 160 16.2% 15.9% 147 139 140 14.1% 130 13.6% 130 126 127 125 128 119 9.1% 120 114 10 100 2.6% 80 3.5% 1.3% 1.0% 60 0.0% -0.6% -2.1% 0 40 -6.8% 20 0 -10 Q2 23 Q3 23 Q4 23 Q1 24 Q2 24 Q3 24 Q4
Slide 12: Business Area Fiskars in brief
Business Area Fiskars in brief • Business Area Fiskars offers functional innovations in the gardening and outdoor categories, in addition to the scissors and creating, as well as cooking categories • The brands include Fiskars and Gerber Gardening Outdoor Cooking Scissors & Creating • Innovation-dri
Slide 13: Business Area Fiskars – net sales splits (2025)
Business Area Fiskars – net sales splits (2025) SALES SPLIT BY CATEGORY SALES SPLIT BY CHANNEL SALES SPLIT BY COUNTRY Other Direct Cooking 3% 3% Rest of the world 10% 24% Scissors & Creating 19% 49% US 52% Gardening Norway 3% Poland 3% 5% Sweden 7% 15% Finland 7% Outdoor 97% Indirect Germany 13 AUGU
Slide 14: Business Area Fiskars quarterly figures
Business Area Fiskars quarterly figures NET SALES AND COMPARABLE EBIT MARGIN * EURm % 180 30 164 160 153 156 154 150 140 130 131 129 126 20.1% 121 117 120 18.9% 115 18.7% 20 110 100 16.1% 14.8% 80 10.7% 9.5% 11.5% 11.0% 9.1% 60 11.8% 10 8.0% 40 5.7% 20 0 0 Q2 23 Q3 23 Q4 23 Q1 24 Q2 24 Q3 24 Q4 24 Q
Slide 15: Strategy
Content Fiskars Group in brief Strategy Financials Q2 2026 Appendices 15 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 16: Framework to drive improved performance: central oversight and empowered Business Areas
Framework to drive improved performance: central oversight and empowered Business Areas Fiskars Corporation as the parent company and listed entity GROUP Acts as an effective portfolio and capital steward, developing its Business Area Business Area businesses and setting financial Fiskars Vita targe
Slide 17: Financial targets 2026-2030: Four core targets demonstrate our ambition
Financial targets 2026-2030: Four core targets demonstrate our ambition Organic net sales growth BA-level Comparable EBIT margin BA + Group BA Vita 4–6% BA Vita ≥12% BA Fiskars 3–5% BA Fiskars ≥14% Annual, FX-neutral organic Group ≥12% Excl. items affecting comparability (IAC) Time horizon: 2026-203
Slide 18: The Group's role in an empowered Business Area model
The Group’s role in an empowered Business Area model 18 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 19: Group's role as an effective portfolio and capital steward
Group Group’s role as an effective portfolio and capital steward Establishes strategy and reporting framework. Performance Sets the ambition level, pushes for improvements and challenges prioritization Group manages Portfolio Allocates capital and shapes portfolio Liquidity & Enables funding at bett
Slide 20: Group's current priorities
Group Group’s current priorities Support Support BA Vita’s BA Fiskars’ turnaround return to growth trajectory Ensure Group Drive cash flow functions’ cost and reduce effectiveness leverage 20 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 21: Business Area Vita's strategic focus areas
Business Area Vita’s strategic focus areas 21 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 22: Past performance underscores need for decisive action – early signs of sales recovery
BA Vita Past performance underscores need for decisive action – early signs of sales recovery Comparable net sales (excl. Georg Jensen) Comparable EBIT has been affected by low Comparable net sales growth shows signs have decreased in a tough market volumes and actions to reduce inventories of recov
Slide 23: Organization and operations fit for future profitable growth
BA Vita Organization and operations fit for future profitable growth Right-sizing the business Brand-led organization • On track with plans announced • Brands are responsible for in 02/2026 strategy, product, image and A simple empowered customer experience model focused on speed, • New simplified a
Slide 24: Refined brand roles support turnaround
BA Vita Refined brand roles support turnaround – prioritizing profit first, then scalability Relative financial performance Global Accelerators GLOBAL REGIONAL ACCELERATORS Investment focus to accelerate LEADERS global growth Regional Leaders Disciplined local execution, lean structures Brand Reset
Slide 25: Four strategic priorities in place to drive profitable growth
BA Vita Four strategic priorities in place to drive profitable growth Accelerating leadership in high-end homeware while scaling a niche position in fine branded jewelry 1 2 3 4 Enhance Brand Build & Expand Drive Profitable Channel Unlock High-Value Desirability Distribution Mix & Brandization Reven
Slide 26: Business Area Vita's P&L choices enabling profitable growth
BA Vita Business Area Vita’s P&L choices enabling profitable growth BA VITA Simplified and rightsized organization, ORGANIC NET SALES SG&A tighter SG&A cost discipline GROWTH TARGET 2026-2030 Channel & product Shift toward higher-profit channels and 4–6% Source mix categories Turnaround brands Resto
Slide 27: Net sales growth driven by global accelerator brands, Nordics & Japan and balanced channel mix
BA Vita Net sales growth in 2026-2030 driven by global accelerator brands, Nordics & Japan and a balanced channel mix Brand Reset eCommerce Other countries Regional Leaders Physical DTC retail Global Accelerators Nordics & Japan Wholesale Brand Country Channel NOTE: Illustrative 27 AUGUST 2026 Ⓒ FIS
Slide 28: Business Area Fiskars' strategic focus areas
Business Area Fiskars’ strategic focus areas 28 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 29: BA Fiskars' profitability has been resilient – sales momentum needs to be rebuilt
BA Fiskars BA Fiskars’ profitability has been resilient even during challenging times – sales momentum needs to be rebuilt BA FISKARS COMPARABLE EBIT MARGIN AND NET SALES mEUR, LTM Profit protection COVID peak during volume 700 20% decline and tariff volatility 15% 600 10% 500 5% Sales (LHS) EBIT %
Slide 30: Clear model based on increasing innovation, distribution and brand relevance
BA Fiskars Business Area Fiskars has a clear model in place based on increasing innovation, distribution and brand relevance Increased brand Great feedback on interest MEDIA INNOVATION new launches POINT-OF-SALE Customer classification upgrades 30 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 31: Net sales growth driven by scaling core categories and expanding into new ones
BA Fiskars Net sales growth will be driven by scaling core categories and expanding into new ones EXPECTED CATEGORY CONTRIBUTION TO THE NET SALES GROWTH TARGET BA FISKARS New categories ORGANIC NET SALES GROWTH TARGET 2026-2030 3–5% Core categories Annual, FX-neutral organic growth NOTE: Illustrativ
Slide 32: Selective approach to new opportunities
BA Fiskars Selective approach to new opportunities: category expansion as priority, focused country and channel choices SOLVING UNSOLVED CONSUMER CHALLENGES DISCIPLINED GO-TO-MARKET Expanding to adjacent categories that are: Growing markets where • Large enough we have critical mass • Financially at
Slide 33: Clear levers support profitable growth and margin progression
BA Fiskars Clear levers support profitable growth and margin progression OUR P&L CHOICES LAST 3 YEARS Focus on gross margin accretive Gross margin ~40% BA FISKARS categories and products COMPARABLE EBIT Source MARGIN TARGET BY 2030 SG&A ~22% Prudent cost management Marketing (incl. media) ~5% Doubli
Slide 34: Find out more in the Capital Markets Day 2026
Find out more about Fiskars Group’s strategic priorities in the Capital Markets Day 2026 presentations LINK TO MATERIALS: CAPITAL MARKETS DAYS - FISKARS GROUP 34 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 35: Financials
Content Fiskars Group in brief Strategy Financials Q2 2026 Appendices 35 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 36: Net sales and gross margin development
Fiskars Group’s net sales and gross margin development EURm % 1,400 54 1,300 1,254 1,248 1,205 1,186 52 1,200 1,129 1,157 1,140 1,107 1,119 1,090 1,116 1,100 48.8% 50 46.8% 1,000 44.9% 47.1% 48 900 800 46 700 43.2% 43.4% 43.3% 44 42.5% 600 41.0% 40.9% 42 500 38.7% 400 40 300 38 200 100 0 0 2015 2016
Slide 37: Profitability development
Fiskars Group’s profitability development EURm 154 % 151 160 12.3% 12.1% 13 12 140 9.8% 9.6% 11 9.8% 120 109 10 109 110 111 9.8% 9 7.1% 100 6.7% 8 78 76 7 80 6 60 5 4 40 3 2 20 1 0 0 2018 2019 2020 2021 2022 2023 2024 2025 Comparable EBIT margin Comparable EBIT 37 AUGUST 2026 Ⓒ FISKARS GROUP - INVES
Slide 38: Quarterly development – last 3 years
Fiskars Group’s quarterly development – last 3 years NET SALES, EURm COMPARABLE EBIT (EURm) AND EBIT MARGIN, % EURm % 60 20 18 346 337 50 331 16 42.9 283 281 292 283 14 268 261 40 37.7 256 258 259 241 32.8 12 30 26.8 10 25.1 24.3 25.0 23.4 8 20 17.9 19.2 6 13.9 4 10 7.7 3.0 2 0 0 Q2 Q3 Q4 Q1 Q2 Q3 Q
Slide 39: Four core targets; five regularly reported KPIs
Financial targets 2026-2030: Four core targets; five regularly reported KPIs for further transparency CORE FINANCIAL TARGETS – DEMONSTRATING OUR AMBITION REGULARLY REPORTED – FURTHER TRANSPARENCY Organic net sales growth BA-level Comparable EBIT margin BA + Group Comparable EBITDA BAs + Group BA Vit
Slide 40: From contraction to mid-single-digit growth
From contraction to mid-single-digit growth: brand enhancement and channel reset at BA Vita, innovation and scale at BA Fiskars MAIN DRIVERS ORGANIC, FX NEUTRAL NET SALES GROWTH TARGET LEVELS DEVELOPMENT 6% +5.3% 4% +3.0% BA VITA BA Vita 2% +1.8% • Enhance brand desirability • Expand distribution se
Slide 41: Margin to double-digit levels by 2030
Margin to double-digit levels by 2030, powered by BA Vita's turnaround, BA Fiskars' resilience, and efficient Group functions MAIN DRIVERS EBIT MARGIN DEVELOPMENT (%) TARGET LEVELS BY 2030 BA Vita: • Ongoing restructuring yielding approx. 20% 15.2% BA VITA 15% EUR 28m annual savings* on or ahead 11.
Slide 42: Free Cash Flow expected to improve significantly
Free Cash Flow expected to improve significantly with stable FCF/EBIT ratio MAIN DRIVERS FREE CASH FLOW / LTM EBIT excl. IAC • EBITDA growth and improved trade working capital 150% (TWC) efficiency are the principal drivers of free cash flow ≥75% 70% 60% • TWC upside is driven by inventory optimizat
Slide 43: TWC efficiency and disciplined CAPEX drive FCF uplift from 2027
TWC efficiency back to pre-COVID levels and disciplined CAPEX drive FCF uplift from 2027 TWC AND NWC, % OF NET SALES 50% 38% 38% • TWC efficiency targeted back to pre-COVID 37% 40% 31% 29% 35% levels, with focus on inventories 27% 30% 20% • No near-term improvement expected; meaningful 25% 25% 10% 1
Slide 44: Year-end Net Debt / EBITDA target remains at ≤2.5x
Year-end Net Debt / EBITDA* target remains unchanged at ≤2.5x with main driver being EBITDA improvement MAIN DRIVERS EBITDA DEVELOPMENT (EURM) +9% p.a. -19.7% 250 • EBITDA decline in 2025 drove Net Debt / EBITDA to 200 210 176 194 155 3.31x; Net debt remained relatively stable 150 100 50 • Targeted
Slide 45: Capital allocation priorities in the new financial framework
Capital allocation priorities in the new financial framework Return working capital to pre-COVID levels, led Net working capital efficiency improvement by inventory reduction Source Structural cost-out and productivity initiatives to Cost efficiency / profit improvement expand cash flow from operati
Slide 46: Dividend per share in relation to earnings and cash earnings
Dividend per share in relation to earnings and cash earnings 6.6%* COMP. EPS AND DPS 2021-2025 EUR CEPS AND DPS 2021-2025 EUR Dividend yield 2.68 1.37 175% 1.16 1.07 0.99 Payout Ratio on comp. EPS 0.82 0.84 0.84 1.51 0.76 0.80 1.39 1.25 67% 0.48 0.76 0.80 0.82 0.84 0.84 Payout Ratio on CEPS 2021 202
Slide 47: Content Q2 2026
Content Fiskars Group in brief Strategy Financials Q2 2026 Appendices 47 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 48: Q2 in brief
Q2 in brief NET SALES, EURm 260.9 Q2/2025: 258.3 • 4th consecutive growth quarter: comparable net sales +3% - comparable EBIT also improved to EUR 8 million BA VITA BA FISKARS 5.5%* 0.0%* • Both sales growth and EBIT improvement driven by BA Vita, stable quarter for BA Fiskars • Free cash flow impro
Slide 49: Q2 2026 Group key figures
Q2 2026 Group key figures – Both comparable net sales and comparable EBIT improved COMPARABLE EBIT, EURm 7.7 NET SALES, EURm COMPARABLE EBIT (EURm) AND Q2/2025: 3.0 COMPARABLE EBIT MARGIN, % EURm % +1.0% 40 15 350 36.3 319 +2.7%* COMPARABLE EBITDA, EURm 300 250 268 281 258 261 30 11.4% 23.4 8.7% 19.
Slide 50: Comparable EBIT improved driven by BA Vita
Comparable EBIT improved driven by BA Vita’s higher sales volumes and lower SG&A costs GROUP Q2 2026 EBIT BA VITA Q2 2026 EBIT BA FISKARS Q2 2026 EBIT EXCL. IAC BRIDGE, EURm EXCL. IAC BRIDGE, EURm EXCL. IAC BRIDGE, EURm +5.0 +5.0 10 0 20 +4.7 +5.1 +0.1 +0.6 7.7 14.0 13.5 14.1 -3 -2.8 5 10 3.0 -6 2.6
Slide 51: Free cash flow improved significantly, CEPS nearly doubled
Free cash flow improved significantly, CEPS nearly doubled CASH FLOW FROM OPERATIONS, EURm QUARTERLY FREE CASH FLOW* (UNLEVERED), EURm 50.8 Q2/2025: 30.2 EURm EURm +28 CHANGE IN NET WORKING 100 200 CAPITAL, EURm 81 30.4 75 68 150 59 46 100 50 39 33 35 31 28 29 50 Q2/2025: -0.3 25 16 6 2 0 0 -50 CAPE
Slide 52: Adjusted EPS decreased – CEPS increased
Group’s adjusted EPS decreased – CEPS increased driven by change in net working capital GROUP Q2 2026 EPS BRIDGE, EUR GROUP Q2 2026 CEPS BRIDGE, EUR +0.22 -0.07 0.55 0.51 0.01 -0.01 0.50 0.00 0.45 -0.01 0.40 -0.02 0.35 -0.03 -0.03 0.30 0.29 -0.04 -0.05 0.25 -0.06 -0.05 -0.06 0.20 -0.07 0.15 -0.08 0.
Slide 53: Net Debt to EBITDA improved from previous quarter
Net Debt to EBITDA improved from previous quarter, although above comparison period and targeted level NET DEBT (EURm) AND NET DEBT / LTM EBITDA (EXCLUDING IAC) EURm Multiple 700 4.0x +0.26X -0.13X NET DEBT, EURm 541.0 606 3.5x 600 563 556 546 541 529 510 513 3.0x 500 478 494 Q2/2025: 556.3 Financia
Slide 54: Committed to sustainability – Ecovadis Platinum regained
We remain committed to sustainability – progress in circularity and emissions, Ecovadis Platinum regained ENVIRONMENTAL SOCIAL Q1-Q2 May 2026 Target Target 2026 Q1-Q2 2026 Q1-Q2 2026 2025 Jun 30, 2026 2.9 0 71 88 30% -63% -34%* 72% Base year 50% Base year -70% Base year -40% Target 80% 2021 2017 201
Slide 55: Business Area Vita Q2: Fourth consecutive growth quarter
Business Area Vita Q2: Fourth consecutive growth quarter, early signs of turnaround • Fourth consecutive growth quarter, NET SALES, EURm COMPARABLE EBIT (EURm) AND comparable net sales up by 5.5% MARGIN, % • Growth across DTC and +4.0% wholesale +5.5%* • Continued strong performance 140 130 130 15 1
Slide 56: Business Area Vita offering highlights
Business Area Vita offering highlights Leenalta kuva Rörstrand’s 300th Iittala launched a limited- Georg Jensen introduced Five of Vita’s brands anniversary – related edition collaboration with the Weft jewelry collection, hosted eye-catching activations boosted Pokémon, which sold out providing a c
Slide 57: Business Area Fiskars Q2: Stable comparable net sales and EBIT
Business Area Fiskars Q2: Stable comparable net sales and EBIT NET SALES, EURm COMPARABLE EBIT (EURm) AND MARGIN, % • Comparable net sales remained EURm % stable 200 191 30 20 -1.8% 26.7 • Growth in the U.S. was offset 0.0%* 24.7 by declines in Central Europe 153 150 22.3 150 16.1% 15 131 129 20 14.
Slide 58: Business Area Fiskars offering highlights
Business Area Fiskars offering highlights Fiskars introduced the modular OneClick tool The Power Tools range received the highest “Best system, enabling seamless transitions between of the Best” distinction at the Red Dot Design gardening tasks while supporting compact storage. Awards. Pet Care and
Slide 59: Guidance for 2026
Guidance for 2026 Assumptions behind the guidance Uncertainties in the global economy persist, limited visibility The Group’s EBIT generation is weighted to the Fiskars Corporation expects second half of the year, with improvement expected comparable EBIT to improve from the to be primarily driven b
Slide 60: Appendices
Content Fiskars Group in brief Strategy Financials Q2 2026 Appendices 60 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 61: Seasonal volatility: BA Fiskars H1, BA Vita H2 focused
Seasonal volatility: BA Fiskars H1, BA Vita H2 focused – Group net sales and EBIT balanced between quarters QUARTERLY NET SALES BY BA QUARTERLY NET SALES SPLIT BY BA 23% 29% Q4 35% Vita 44% 48% 54% 56% 64% Net 21% Sales 23% Q3 24% 26% 23% Q2 21% Fiskars 56% 52% 46% 44% 29% 36% 20% 25% Q1 Vita Fiskar
Slide 62: Largest shareholders as of June 30, 2026
Largest shareholders as of June 30, 2026 NUMBER OF % OF SHARES AND # SHAREHOLDER NAME SHARES VOTES 1 Virala Oy Ab 12,805,000 15.81 % 2 Turret Oy Ab 11,430,961 14.11 % 3 Holdix Oy Ab 11,366,573 14.03 % 4 Bergsrådinnan Sophie von Julins Stiftelse 2,556,000 3.16 % 5 Oy Julius Tallberg Ab 2,554,350 3.15
Slide 63: Leadership Team
Leadership Team Daniel Lalonde Dr. Steffen Hahn Jyri Luomakoski Niko Haavisto CEO of Vita CEO of Fiskars Fiskars Group’s President CFO Employed 2025 Employed 2024 & CEO Employed 2026 Employed 2025 63 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 64: Members of the Board of Directors
Members of the Board of Directors Paul Ehrnrooth Alexander Ehrnrooth Susan Duinhoven Louise Fromond Rolf Ladau Carl-Martin Lindahl Susanne Skippari Kaarina Ståhlberg 64 AUGUST 2026 Ⓒ FISKARS GROUP - INVESTOR PRESENTATION
Slide 65: Fiskars founded in 1649, Group formed through strategic acquisitions
Fiskars was founded in 1649, Fiskars Group was formed through strategic acquisitions Waterford, Wedgwood, & Royal Gerber joins Doulton join Fiskars Fiskars Group Group Fiskars 1986 2015 Georg Jensen manufactures joins Fiskars the world’s first Shifting focus to Group plastic handled consumer-driven
Slide 66: Calculation of key figures
Calculation of key figures FX-neutral net sales growth = Year-on-year net sales growth on a constant-currency basis. The comparison period's non-euro net sales are retranslated into euros at the reporting period's foreign exchange rates, thereby eliminating the impact of currency translation on repo
Slide 67: Disclaimer
Disclaimer This presentation contains forward-looking statements that reflect management’s current views with respect to certain future events and potential financial performance. Although Fiskars Group believes that the expectations reflected in such forward-looking statements are reasonable, no as
Slide 68: Thank you!
fo. / Thank you