Good evening, and welcome to Quadient's Full Year 2025 Results Presentation. I am Anne-Sophie Jugean, Quadient's Head of Investor Relations. Today's presentation will be hosted by Geoffrey Godet, CEO, and Laurent du Passage, CFO. The agenda for today's call is on slide three. As usual, there will be an opportunity to ask questions at the end of the presentation. You can submit your questions in writing through the web or ask questions live by dialing into the conference call. Thank you very much. With that, over to you, Geoffrey.
Thank you, Anne-Sophie. Good evening, everyone. Let me start by setting out the market context for Quadient. Over the past few years, we've been operating in an environment shaped by powerful structural trends. In 2025, these trends did not change in nature, but they accelerated simultaneously, reaching a new level of momentum. The first one is there is in 2025, a marked step change in artificial intelligence. Rapid advances in AI are accelerating digitalization across industries and reinforcing the long-term demand for software solution. This is not a short-term phenomenon. AI is fundamentally reshaping how enterprise automate, secure, and scale mission-critical workflows well beyond any single use case and regulatory cycle.
What customers increasingly require are software platform that can deliver value quickly, integrate AI natively, including agents, and responsibly into system of records, and reliably operate within complex legal, regulatory, and data security environment. In this context, AI-driven digitalization spans our entire digital portfolio from CCM to AP and AR. Of course, compliance-driven workflows, which enhance both the value of our solutions and the breadth of use cases we can address. The second trend, also contributing to the future acceleration in digitalization, is the upcoming rollout of e-invoicing rules across Europe, with regulatory deadlines now clearly in sight, notably in France in September 2026, and later in other markets, including newly the U.K.. These mandates are important catalyst for the digital adoption, but most importantly, they represent only one dimension of a much broader transformation of transactional and financial workflows.
Lastly, in 2025, we also observed an acceleration in the structural decline of the mail market, and this following a long period of resilience. These trends reflect both regulatory developments and changing customer behaviors. More importantly, they highlight the relevance of our long-standing decision to pivot towards digital. Quadient did not start preparing for this transition in 2024, 2025. The ability to offset the decline in mail with a strong digital offering is at the very core of our strategy and the foundation of our digital division for both business and financial communications automation, and now e-invoicing. We have long been supporting our customers in the automation of transactional processes that sit at the heart of their own operation. Based on these three trends, we have updated our long-term financial assumptions.
Regarding Digital, we have raised our 2030 revenue ambition to around EUR 550 million from above EUR 500 million previously. Of course, we maintain our EBITDA margin ambition, which remains at 30% for 2030. As a result, Digital is expected to become Quadient's largest segment by 2030, and both in terms of revenue and EBITDA contribution. Now, regarding Mail, we have lowered our 2030 revenue ambition to around EUR 500 million, compared with around EUR 600 million previously. There's no change to our EBITDA margin ambition for Mail, which remains between 20% and 25% for 2030.
The updated mail long-term financial assumption also led us to record a one-off impairment charge of EUR 124 million against goodwill, and that's in the mail business. There's, of course, no cash impact. Finally, our 2030 ambition for lockers remain unchanged. Moving to the next slide. Having in mind these accelerated trends just outlined, and thanks to Quadient's strategic foresight, we are now in the best position than we have ever been to be able to capture the opportunities they are creating. First, we already operate from a position of strength with a best-in-class digital automation platform that is consistently recognized by industry analysts. This is not a recent achievement. It reflects years of disciplined investment and execution.
2025 alone, Quadient was ranked number one globally by industry analyst IDC, and we were also recognized by another industry analyst, Telos, as the most valuable pioneer for AI maturity. These are clear third-party validation of both our technology leadership and our ability to operationalize AI at scale. Second, Quadient benefits from a mature, highly predictable business model. At the end of 2025, our annual recurring revenue, ARR, reached EUR 250 million, a level that few SaaS companies can claim. 84% of that total revenue is now subscription-based. This provides us with a strong confidence in our future revenue trajectory. This model is built on a scalable SaaS platform, serving a large and diversified customer base, also across regulated industries with very strong customer stickiness. We now support around 17,000 customers worldwide, right?
With a well-diversified geographic footprint, and most of these customers are in regulated industries. These foundations were built up proactively and purposely for many years. Today, they allow us to shift our focus decisively towards scaling execution. First of all, we're expanding the use of AI-powered capabilities across our customer base. Currently, around 60% of our customers use daily such capabilities, and our aim is to increase these to 100% as soon as possible. Secondly, we're building a pan-European leader in financial automation, driven in particular by the upcoming application of e-invoicing mandates. With the acquisition of Serensia, the final accreditation from the French tax authorities, which we'll receive in mid-December, and already more than 10% market share in France. With both, we're strongly positioned at the start of a long-term digital growth cycle that will unfold progressively across Europe.
Lastly, we are, of course, sharpening our competitive position in customer communication also, as highlighted by the recent acquisition of CDP Communications in 2025. This enabled us to add differentiating accessibility and compliance features to our existing range of capabilities, in which consolidated our CCM market share in regulated industries. Moving to slide seven. To support the next chapter of our Quadient growth, I have taken a clear decision to align our leadership team with our operational priorities. As a result of our Digital Automation Platform reaching a scale, right, EUR 250 million in AR, it had reached such a maturity that I am now placing our Digital Automation Platform at the very heart of our company, under my direct leadership to further accelerate growth and innovation.
As part of this evolution, we have now four senior leaders from our Digital Automation Platform organization that will be part of the executive committee. This reflects our determination to deepen software expertise and accelerate innovation where it matters the most. This marks the next steps in Quadient's evolution as a global software and AI-driven technology leader. Moving to slide eight. In addition, over the past few years, we have executed a complete legal reorganization, transitioning from an integrated multi-entity, multi-country structure to a very simple business-aligned organization. This legal organization is now in its final stages and provide us with the structural flexibility that we wanted. This opens up multiple options to support our business development, financing initiatives, and broader value creation opportunities. With that said, I will now hand it over to Laurent, who will walk you through our 2025 financial results. Laurent.
Thank you, Geoffrey. Good evening, everyone. Let's move to the next slide now for our key financials for 2025. Year 2025 ended with a revenue growth acceleration and a margin expansion in both Digital and Lockers, while Mail profitability remained very resilient. Starting with Digital, revenue grew strongly at 8% with an acceleration in Q4. Subscription-related revenue continued to expand at a double-digit pace, supporting further EBITDA margin improvement, reaching 18% for the year. In Mail, 2025 was marked by the low point of the U.S. renewal cycle, which weighed on the hardware revenue throughout the year. Despite those headwinds, Mail delivered a very solid EBITDA margin of 27.1%. Finally, Lockers recorded another year of strong momentum with 11.4% organic revenue growth and a solid increase in subscription-related revenue.
The profitability of Lockers improved significantly at 5%, confirming the trajectory to exceed the 10% EBITDA margin in 2026. At group level, revenue reached EUR 1.036 billion. It’s down 3.2% organically. It’s in line with the guidance we updated in September. The profitability remained resilient with a recurring EBITDA margin of 13% and an EBITDA margin of 22.2%. All solutions EBITDA are on track to meet the 2026 EBITDA targets, and we will continue to deleverage toward the 1.5x target, excluding leasing. Let’s move now to slide 11. You know, looking at the bridge of revenue compared to last year, from left to right, you can see the Package Concierge, Serensia, CDP scope effect for EUR 16 million, main contributor being Package Concierge.
Digital with an 8% growth is adding EUR 22 million of revenue. Lockers also contributed positively with more than 11% organic growth or EUR 12 million of additional revenue. Digital and Lockers both accelerated in Q4, delivering organic growth of 8.4% and 16.8% respectively in the final quarter of the year. Mail declined by around 9.5%, reflecting both market headwinds and the typical softness in the U.S. renewal cycle. The currency impact were quite significant this year, notably from the USD weakening against euro, with an adverse impact that you can see, of EUR 37 million on the right-hand side. Overall, the group posted an organic revenue decline of 3.2%. Moving now to slide 12.
When looking at the breakdown of revenue, we see the continued shift towards subscription-related revenue across the group, moving from 68% to 74% from 2020 to 2025. Despite headwinds on the mail business in 2025, Quadient still has shown a positive growth on the subscription-related revenue. On the right-hand side, Digital and Lockers penetration within that subscription-related revenue has surged from 23% to 41% over the same period. Moving now to slide 13. Here you can see the bridge of current EBIT from last year to this year. We started from EUR 146 million last year. Scope is almost neutral now with Package Concierge offsetting this year's impact on current EBIT. Digital delivered a solid contribution of EUR 8 million, adding EUR 8 million, thanks to the strong revenue growth and obviously the continued margin expansion.
Locals also contributed positively with an additional EUR 6 million, reflecting both the acceleration in subscription revenues and the improvement of profitability overall. These gains were offset by mail, which saw, as you can see, EUR 20 million decline in the EBITDA due to the EUR 70 million drop in revenue, which was clearly offset by strong savings. Depreciation and amortization remained broadly stable, decreasing by EUR 3 million. Last, currency effect had an EUR 8 million negative impact, largely driven again by the euro-dollar evolution. Overall, this led to a current EBIT of EUR 135 million for 2025, representing an organic decline of 2.2% compared to last year. Back to you, Geoffrey, on the business review.
Thank you, Laurent. Turning to slide 15. Let me start by taking a step back and looking at the long-term track record of our digital business. Starting with revenue on the top left of the slide, the message I think is very clear. Steady growth quarter after quarter, driven by the continued adoption of our Digital Automation Platform by customers. Over this period, subscription-related revenue has grown at an average rate of 17% per year, reflecting the strengths and relevance of our offering. This momentum has been accompanied by a decisive shift to SaaS. The share of subscription-related revenue has increased from 59% in 2020 to 85% today, fundamentally transforming the quality and predictability of our revenue base. The same dynamic is visible in the annual recurring revenue, or ARR, shown at the bottom left of this slide.
ARR has grown from EUR 109 million to EUR 250 million over the period, which represent a 15% compound annual growth rate. This is obviously a forward-looking indicator, and it underlines the durability of our subscription growth engine. At the bottom right, share of SaaS customers has grown significantly, reflecting naturally the change to our SaaS Digital Automation Platform. Now, turning to the EBITDA evolution on the top right of the slide, you can see a low point in early 2022, and this reflect a deliberate phase of transition. The impact of the business model shift at the time, combined with a targeted investment in accounts payable and in accounts receivable following the acquisition, if you remember, of YayPay and Beanworks at the time. What matters most, however, is what come after.
Since then, we have delivered a regular and sustained improvement in EBITDA margin driven by three clear factors, the continued growth of our subscription platform, the steady productivity gains across our teams, and the fact that both our enterprise and SMB segments are now operating at scale. Together, these trends demonstrate the strengths of our digital model, not just its growth, but its ability to scale profitably over time. Now let's move to another topic and let me address AI head-on because our position is genuinely differentiated on the market. In an AI world, the real question isn't who can generate content or automated tasks. The questions are who produce unique data, and who can execute reliably inside the system that actually run the enterprise. And who can do it with control, auditability, compliance, and accountability. Quadient operates where the bar is the highest.
We sit inside mission-critical workflows that are embedded into systems of record such as ERPs, CRMs, billing systems, finance and regulatory environments of the company. In this workflow, mostly right is just not good enough. Invoices, audits, compliance, they all require near certainty, not probabilities. That's exactly the space we were built for. This is why we're the trusted execution layer where AI must integrate. AI engines will proliferate across enterprise workflows, and they will still need a trusted execution arm, a platform that can securely connect to systems of record, enforce governance, produce auditable outcomes, and execute with reliability and such at scale. AI agents rely on us. They don't replace us. Let me be clear on the human element. Relationships don't get replaced by AI. Now, to just give you some context, right? In many of our workflows, credit, collections, disputes, exceptions, these are nuances, right?
They require nuanced context, judgment, and they cannot be safely automated away, particularly in a regulated environment. Our approach is human-centered. We use AI to strengthen those relationships and make workflows smarter, faster, and more consistent, not to remove accountability from the process. We're truly built for this moment for three very concrete reasons. The first one is that our platform is agentic ready by design, with APIs already enabling interaction with third-party software and most importantly, AI agents. The second, our pricing model is already aligned with where the industry is going. We operate largely on volume and outcome-based economics, not seat-based pricing. We're not exposed for the AI replacing seats pressure that many software companies face. The third one is enterprise-grade execution is just not an add-on for us. It is our baseline.
We deliver compliant, auditable, high-reliability workflows, sorry, in regulated industries, and such with deep integration, governance, and again, scale, and they all are acting as very structural barriers for us. This is not theoretical. AI is already operational across our digital platform, and again, at scale. We have more than 60% of our digital customers that use AI-powered capabilities today from our platform, and such every day. Another key number, over 40% of the new code generated for our applications are now AI-generated, and we also have 0% AI-related customer churn. The way I see AI is quite simple. It reinforces our mission, it reinforces structural barriers, and it increases the value we deliver, and precisely because we sit at the intersection of automation, compliance, and trusted execution. Moving to slide 17.
With that said, let me turn to a few concrete examples of how AI is already embedded across Quadient Solutions. Let me be clear. AI for us is not a future ambition, as I mentioned. It's something that is already driving tangible value for our customers today, and that both across our financial automation and customer experience management capabilities. Our AI capabilities are built on three Quadient core strengths. Our integrated in-house AI-enabled components. The second one is our ability to connect seamlessly with customer systems of records, especially around the ecosystem. The last one is our long-standing experience supporting, again, highly regulated mission-critical processes in industries such as financial services, insurance, and the public sector. These are the foundation that make our AI capability not only powerful, but trusted in the most demanding environments.
If I take the example on the financial automation side, you'll see on the left of the slide, we have shared an example for the accounts receivable solution. AI improves cash flow performance, and it gives finance teams far greater predictability. By tapping directly into ERP and the accounting systems, our models today score risks and forecast late payments with a high degree of accuracy. AI also provides real-time insight into buyer payment behaviors and identifies the patterns and the root cause behind these delays. When it comes to execution, AI orchestrate the full collection workflow, choosing the right channel, optimizing timing, automating follow-ups, and escalating when needed. Taken together, that drives what matters most for finance leaders. Faster, more reliable cash conversion with less manual effort. Now on the CXM side, if we take another example, we have the same foundations, right?
That apply. Integrated AI, strong connectivity to system of records, and a deep understanding of how communication requirements in regulated industry can enable organization to create and deliver communication obviously much faster and with far more consistency, and both across region and channels. Now, AI accelerate, in particular for us, migration from legacy platforms, can support secure use of customer-selected AI models, their choice, and speed up the development of what we call very complex business workflows. It also enhance naturally content creation, right? Including translation at scale, and also provides dynamic recommendation to improve message clarity and the effectiveness of those messages. If we look at the impact for our customers, it's very tangible. Up 50% faster content creation, and as much as twice the communication output without any additional headcount. In conclusion, whether it's in finance or customer communication, right?
Our use of AI is already delivering measurable productivity gains, operational confidence, and some stronger business outcomes for our customers. Where does our next major opportunity lies? In the transition to mandatory e-invoicing, right? That is a change that is set to reshape how companies manage their business and financial workflows. Here again, Quadient is ahead of the curve. Moving to slide 18. Our Serensia platform has now secured final accreditation from the French tax authority, meaning that we are fully ready for the 2026 reform in France. This places us among a very few select group of certified providers able to support companies through what will be one of the most significant business process transformations in recent years, in particular for Europe. Our leadership is also recognized today by analysts, right?
In January 2026, Quadient was named a leader in QKS Group's SPARK Matrix for e-invoicing solution. This highlights the strong combination of technology excellence that was recognized, customer impact that was recognized as well, and our regulatory readiness. All of that is underscoring the strategic importance of our Digital Automation Platform at the most pivotal time. Let's talk about our commercial traction. It's accelerating sharply. Booking related to financial automation and invoicing in France and Benelux for our region increased more than 10-fold. Let me just repeat this. Increased more than 10-fold between the first and fourth quarter of 2025. This is a clear sign that customers preparing early are choosing Quadient as their long-term partner. Importantly, if we look at the receivable market, it remains largely untapped.
We've got a study from OpinionWay that was recently shared that shows that only 7% of French companies are fully compliant today, meaning that the vast majority still need help to equip themselves. Let's not forget that France is just a start for us. The 2026 reform marks the first phase of a broader European transition to mandatory e-invoicing. Several countries are preparing similar frameworks than the one we've seen in France for the years ahead. The U.K. is the last one that just announced their program for 2029. This creates a multi-year growth runway in the market, sorry, where Quadient has already secured accreditation, recognized leadership by third party, a solid market share, and strong commercial momentum. Moving to slide 19.
On our financial side, for the full year 2025, our Digital Automation Platform delivered double-digit subscription-related revenue growth. As I mentioned, with strong momentum and such, in particular in our North American region and the U.K., and in particular for the last quarter of the year. ARR reached EUR 215 million, representing 10% organic growth and such despite the currency headwinds. We also recorded a record Q4. It's our largest quarter ever in bookings, and it was driven by several multimillion-EUR wins and also reinforced by the solid cross-selling from our Mail customer base. Now if we move to profitability, our EBITDA grew 9% year-on-year, and the margin expanded to 18% overall for the year, despite the temporary de-dilutive effect that the Serensia integration impacted us. The margin for the second semester, right?
The progression of that margin clearly shows the trajectory. We are on track to exceed the 20% EBITDA margin in 2026. With that said, over to you, Laurent, for the Mail business update.
Thank you, Geoffrey. Moving to slide 20. In light of Mail's 2025 performance, we have reassessed our long-term assumptions for the Mail business, notably with lower machine placements. With the transactional mail volume still anticipated to decline by around 7.5% CAGR, the Mail market itself is now anticipated at -6% CAGR compared to -5% before. We have revised our 2030 revenue ambition for the Mail segment to approximately EUR 500 million compared to the EUR 600 million previously. Those assumptions are particularly true in Europe, as illustrated by concrete developments such as the end of nationwide letter delivery in Denmark and ongoing regulatory debates in the U.K.. We also see companies actively preparing for the rollout of e-invoicing mandate in Europe, accelerating the shift away from physical mail.
In NORAM, we still anticipate an improvement, but starting off from a smaller installed base. Reflecting these updated assumptions, as Geoffrey has already indicated at the beginning of this presentation, this adjustment is a prudent, fact-based response to structural market evolution, and it allows us to align our long-term ambition with the realities of the market while continuing to manage Mail with a strong focus on profitability and cash generation. Moving now to slide 21. Let me come back briefly to what we've seen and what we are seeing as we enter 2026. This chart shows quarterly year-on-year Mail market revenue growth based on year-on-year growth weighted with our competition, as well as Quadient performance on the other side.
It shows that the market was under pressure, notably from Q3 and Q4 2024 onwards, and that there is a slight improvement materializing in the market at the end of 2025 that we are seeing now at Quadient in early 2026 at the beginning of Q1. While the past year has been difficult on Mail, it is important that we also have a true capability on the cross-sell, which has increased by 19%, including a triple-digit year-on-year in financial automation booking, boosted by invoicing mandate in Europe, as mentioned by Geoffrey. In addition, our SimplyMail solution, which enables small businesses to send physical mail and parcels in just a few clicks directly from their existing digital environment. Strong momentum in 2025 with more than 1,100 contracts signed.
In spite of the market condition on hardware, we also had major production mail wins with our DS-1200 flagship solution that delivered double-digit growth in 2025, confirming its strong market traction. Let's now move to the next slide on the mail financials. Overall, mail declined by 9.5% in 2025, mainly due to the slowdown in U.S. equipment placements linked to the renewal cycle. This trend was slightly higher in Q4 at - 10.9%, while we saw very slight improvement on hardware side. The good news is that despite the top line pressure, mail continues to deliver very high profitability, with a margin above 27% supported by the contribution of Frama and our proactive response to tariff changes in the U.S., including price actions and strategic inventory build-up at the end of 2024.
Margin performance was further supported by strong cross execution with our digital business and a disciplined agile cost structure. Now moving to lockers. These first slides give a clear picture of how we've successfully scaled growth in the locker solution over the past 4 years. On the left-hand side, you can see the steady growth in revenue since 2022, representing a compound annual growth rate of 11% from 2022 to 2025. A second key trend is the increasing rate of subscription-related revenue, which accounted for 65% of total lockers revenue in 2025. In absolute terms, subscription-related revenue grew at double-digit rates every single quarter. In terms of margin, we can see the rapid expansion over the same time frame on the right-hand side with a confirmed inflection to profitability in 2025, delivering a 5% EBITDA margin.
This puts the locker business on a strong financial footing and positions it for scalable, profitable growth going forward. Let's move now to slide 24. Turning now to commercial highlights for the locker business. 2025 was another year of strong expansion, supported by both solid demand and targeted product innovation. In Q4, we secured a multimillion EUR service deal to refresh the design of an existing network covering more than 1,700 locations. This demonstrates the confidence of our customers and the long-term value of our installed base. We also expanded our product range with the launch of PREMIER Locker in the U.S., a premium design RFID-driven solution tailored for upscale multifamily communities. This enhancement strengthens our ability to address a broader set of customer needs in that market.
Operational execution remained strong with more than 2,300 lockers deployed in 2025, including more than 600 in Q4 alone. This brings our install base to approximately 2,700 lockers at the end of the year. Let's now turn to slide 25 to look at how this commercial momentum translates into the growth of our installed base and usage over the past two years. On the left, you can see the steady acceleration in our pace of installation across Europe. Over the past two years, our install base has grown roughly four-fold, supported by continued expansion in the U.K., including partnerships with Evri, Shell service stations, and The Range. Meanwhile, in the U.S., placements remain steadily driven by continued momentum in the multifamily and the higher education segments.
On the right-hand side, we can see the usage in Europe has increased dramatically over the same period, around 20-fold, with the U.K. once again a major contributor. As you can see on the chart, there was a temporary dip at the start of Q4 due to lower volumes recorded by Evri with Vinted, followed by a strong rebound, as we can see as well later in the period. Lastly, in Japan, volumes increased month-to-month in Q4, signaling growing traction. Let's now take a look at Lockers financial on slide 26. Lockers delivered another year of strong growth with 11.4% organic growth and more than 22% reported reflecting the strong subscription-related revenue, of course, and the full year contribution of Package Concierge.
We recorded a sharp acceleration in Q4, and more importantly, our profitability inflection is confirmed. EBITDA margin increased by 4.4 points to 5%, with H2 reaching 6.3%. We remain firmly on track to exceed a 10% margin in 2026, supported by growing recurring revenue and high utilization rates across the networks. Let's now review the group financials and turn to slide 28, which is a summary of the financials. As you can see, we summarize here the performance of all the three solutions. Again, Digital growing strongly 8%, margin expansion to 18%. Mail declined 9.5%, but maintained a very solid 27% margin. Lockers grew 11.4%, as we just saw, with profitability improving to 5%.
At group level, revenue reached EUR 1,036 million, and our current EBIT margin remains resilient at 13% despite the mix effect and this decline in mail. Moving now to slide 29, where we see the PNL. Starting from the top, obviously, revenue, I just mentioned it, but EBITDA stands at EUR 230 million, which is maintaining a healthy 22.2% margin. The current EBIT is EUR 135 million. It's broadly stable margin-wise, reflecting the operational resilience of our business. The key item this year is the EUR 124 million non-cash goodwill impairment, which is exclusively related to mail in Europe. This is the main consequence of the new assumptions of the mail market trajectory, as I explained on page 20, and hence the mechanical non-cash effect on our goodwill, mail goodwill assessment.
This brings reported net income to EUR -66 million. Excluding this one-off impairment, net income would be EUR 58 million, which highlights the underlying strengths of our operations as well. Moving now to the cash flow statement on page 30. The free cash flow for the year came in at EUR 47 million, impacted by several one-off settlement. The adverse effect of working capital, we mentioned that earlier, due to the timing of supplier payments, the EUR 19 million impact. Cut-off of VAT payment and employee debt at the end of the year. This was fully offset by EUR 30 million of cash generated by the leasing portfolio. The higher interest and tax payment is notably due to the Swiss withholding tax and the bond refinancing that we already mentioned during H1.
Cash from operations reached EUR 132 million and CapEx decreased to EUR 86 million, driven by lower mail placements that we will see on the next slide. To be noted also that our free cash flow was impacted by the negative currency impact of around EUR 7 million. At the bottom of the free cash flow, from an acquisition standpoint, Serensia and CDP have been acquired in 2025, compared to Frama and Package Concierge in 2024. Moving now to next slide on CapEx. Slide 31. CapEx levels reflect the nature and maturity of each platform. Digital remains stable, focused on the R&D and ongoing platform enhancement. Lockers continues to invest materially, supporting the rapid expansion of our networks, notably in the U.K..
Mail CapEx declined significantly due to the lower hardware placements in 2025, notably in North America, where the year before it had the certification. Overall CapEx decreased from EUR 98 million to EUR 86 million, consistent with our capital discipline capital allocation. On slide 32, as you can see, the net debt has significantly declined to EUR 682 million, instantly thanks to a large Forex impact on our USD debt due to the weak level of the dollar at the end of the fiscal year. The leverage ratio excluding leasing stands at 1.6x, while maintaining our trajectory towards a 1.5x target in 2026. We also maintain a solid liquidity position supported by healthy cash generation and tight balance sheet discipline.
On slide 33, as you can see from a debt management standpoint, we have reimbursed our bond in Q1 and as well as EUR 29 million of Schuldschein, and we successfully raised EUR 50 million of private placement in July. As of January 26, we hold EUR 115 million of cash, and we have EUR 300 million of undrawn on our credit facility, and we maintain obviously a EUR 533 million still customer leasing portfolio, you can see on the right-hand side. This position the group with strong liquidity and financial flexibility to support the ongoing execution. Over to you, Geoffrey, for the conclusion of this presentation.
Thank you, Laurent. Moving now to slide 35. For 2025, Quadient propose a dividend of EUR 0.75 per share for the full year 2025. This represent a 7% increase compared to the full year 2024 dividend, and a year-on-year increase of EUR 0.05. Just to be noted, this marks the fifth consecutive annual dividend increase. This proposal corresponds to roughly now a 46% payout ratio of net income, excluding obviously the goodwill impairment, and this is up from 36% last year. This is well above the minimum of 20% payout ratio that was defined in our dividend policy.
Naturally, subject to the approval of the annual general meeting on June 18th, 2026, the dividend will be paid in cash in one installment on August 6th, 2026. This proposed dividend reflects naturally our confidence in Quadient's future cash generation, our confidence in debt leverage and our commitment to it, and our continued commitment to delivering sustainable returns to our shareholders. Turning now to our guidance for 2026. As you know, we continue to operate in a very challenging macroeconomic environment and also geopolitical. We have some ongoing uncertainties and particularly around potential supply chain impacts. Now, against this backdrop, digital and lockers are expected to continue naturally to delivering sustained growth and further EBITDA margin expansion. Mail remains naturally also a little bit less predictable at this stage given the limited visibility on the market conditions.
That being said, our cost optimization initiatives remains in place, and they will support the resilience of our high mail margin. As a result, we expect organic revenue growth from full-year 2026 to range between -2% and +2%. This range reflects the current level of visibility that we have on the mail business. In parallel, we confirm our EBITDA margin trajectory and such across all solution. With expected full-year 2026 margin for EBITDA above 20% in digital, above 25% in mail, and above 10% in the lockers. Moving to slide 37.
As explained at the beginning of the presentation, we have updated Quadient's long-term financial assumptions to reflect the profound acceleration in the market trends that we're seeing today. For digital, we have raised naturally our revenue ambition to approximately EUR 550 million from above the EUR 500 million we had stated previously. For the mail, we have revised our 2030 revenue ambition to approximately EUR 500 million, compared with around EUR 600 million previously. Naturally, our ambition for lockers remain unchanged and well above the EUR 200 million in revenue by 2030. We also reconfirm our 2030 EBITDA margin ambition for each of our three solutions. Around 30% for digital, a range of 20%-25% for mail, and around 20% for the lockers.
Taken together, these updated ambitions reflect a clear reality. By 2030, digital is expected to become Quadient's largest solution, and such both in terms of revenue and EBITDA. That directly supports our ambition to position Quadient as a global software and AI leader. Thank you. I think with that, with the team, we're ready to take your question. Laurent and then Sophie.
First question is from Flavien Baudemont, Bernstein.
Yes. Good evening, everyone, and congratulations for the results. I have two questions on my side. For the first, I'm a bit puzzled about your digital sales guidance upgrade for 2030, while in the meantime, you suspended your digital 2026 sales guidance back in September. I don't really get how you can get too far in expectation and upgrade your midterm guidance nearly at the same time. If I do the math, you need to grow by 14% per year by 2030 to get to the objective. You only grew by 10% in Q4, which means that it's gonna be tricky to get 14% of digital output by 2026.
Is it possible to have more elements to support your guidance and preferably with numbers, such as how much sales you are expected to generate purely for digital invoicing this year, for instance? The second is more straightforward. Can you just update us on the Italian e-invoicing strategy? Thank you.
Thank you, Flavien. Good evening, and thank you for your question. I can take this question if you want to along. On the digital side, it's a good reminder for me to share with everybody the long-term upgraded guidance we gave in terms of revenue, right? To move from EUR 500 million to EUR 550 million is without the help of any acquisitions, right? These are organic assumptions that we have, right? It's really coming from the growth of our existing customer base on the one hand, and we see the acquisition of new customers, new logos that we're expecting in the coming years.
We have had, in the last few years, a steady increase of our annual recurring revenue, and we have also our subscription growth rate that has been always around 10% or more, actually, in all the past years. We finished the year with an AR growth around 10%. At 10% actually organic growth, which basically is a forward-looking view for 2026. You're right, when you do the math, we do anticipate in the coming years an acceleration of the recurring and the AR, right? The subscription growth on a yearly basis on the average over the period. Now, this increase is not come linearly. In 2026, we're likely to be around what we've been able to achieve in the past few years.
We're gonna be able to benefit from the acceleration starting in 2027, and we'll continue to accelerate further in 2028, notably, and for the rest of the plan. Where is this acceleration coming from? It's coming from the benefit of the acquisition of Serensia that we did not plan for when we did our capital market day in 2024, right? Serensia is related to the accredited platform that we have in France, and we have embarked on the contract bookings, right? The existing contracts that are not yet generating revenue. I think we shared in our last, the third quarter presentation, with you that we have now probably secured more than 10% of the number of invoices that are expected to be produced digitally through those accredited platforms.
We have a strong leadership position that we anticipate that will generate revenue, and we're not over yet, right? We have continued actually to sign at the beginning of the year additional contracts. It will continue until September 2026 to onboard customers that have not yet made a decision. As we shared earlier today, there's still the vast majority of customers in France that have not selected yet an accredited platform. We have more contracts, more bookings that we expect to be able to onboard. We also believe that this will not stop in September 2026, which is the deadline for some of the enterprises in the market to start operating with the government platform. We believe that some of them likely will be late, which has always been the case when those mandates get rolled out in other countries. There's our expectation.
There will be a tail of customers that will be quite strong, probably getting into the beginning of 2027. Now as it relates to how this translate into revenue generation and accelerate growth for us. Because the mandates start only in 2026, and only for some category of customers, I remind you that there are deadlines for large enterprise in September 2026, then for mid-enterprise, and then small enterprise that span from 2026 to 2028. Not all of those contract will generate revenue right away in 2026 and not on a full year basis. We'll likely start to have some benefit by the end of 2026, mostly in Q4, have a full year benefit of that increase in 2027, and even further in 2028.
That's just to take into account the revenue that will generate and it will accelerate our growth for the French mandate. In addition to the French mandate, we're also getting ready for additional mandates for other European countries, in Belgium, in Germany, in the U.K.. We also have the ViDA standard that is gonna be a European-wide standard that will generate the same kind of anticipation by the companies to select the right accredited platform for themselves, getting ready, and being able to produce their invoice. There will be a delay, naturally, a gap from the moment they sign those contracts to the moment we generate those invoice on our platform. That's mostly what drives the increase in our ambition based on actual data and the numbers of contract we have secured, obviously, up to now.
At the end of 2025, we had more than 10% of those invoices on the market, right? That we expected on the volume. We estimate the market to be between 2 billion and 2.5 billion invoices. That gives you a sense of, you know, the sheer size and the big size of invoices that we expect to be able to produce on our platform, and that will generate the increase in revenue starting in Q4 and then progressively in 2027 and 2028.
Maybe when, when-
Of course.
Just one comment, I think, because you made a calculation and you mentioned the 14% CAGR. I just want to remind you that the numbers we are showing for 2030 at fiscal year 2023 rate, just to make it comparable to what we said to the Capital Markets Day, note that you should not take as a starting point, obviously, the reported figures for digital because obviously the dollar has impacted significantly the revenue side. In reality, the CAGR calculation should be below that mark that you mentioned.
The second question you had, Flavien, which was also a good question. I'm happy to give you some color. We have started the deployment of our parcel lockers on the Italian market. Mostly in 2025, that was the year for us to be able to set up the team, hire the different key leaders, the sales organization, starting to identify the strategic location that we felt would be the most promising one, securing contracts ahead of the deployment of the lockers, notably with carriers, but a few other players as well, and non-carrier related. That's what we've been doing in 2025. We do expect the rollout, even though it has started, to pick up steam during the rest of the year.
Okay. Thank you. Very clear, Laurent, Geoffrey. Yeah.
For any further questions, please press star and one on your telephone. There are no more questions from the conference call. The floor is back to Miss Anne-Sophie Jugean.
Thank you. We can now move to the questions submitted in writing. We have two questions on digital, and I think that part of them have already been answered by Geoffrey and Laurent. Looking at organic growth for digital, +8% in both 2024 and 2025. Good figures, but below the target of 10% CAGR for the 2023-2026 period. Do you expect to accelerate digital growth rates above 10% in 2026? And what is driving the decision to raise the revenue target to EUR 550 million by 2030? Is it the need to offset the decline in mail volume? Is organic growth expected to accelerate beyond 10% average on the 2025-2030 period? And have you identified any additional M&A opportunities?
I believe we have mostly responded to the questions, so I'm just gonna maybe just try to add a little bit more color. Laurent, you're free also to add additional comments as necessary. The subscription growth rate and the AR, right, which, one is a forward-looking indicator of the next one, 'cause we recognize the revenue of the other, the next year, has always been for us as a target to be around that 10%, right? That's how we have calibrated our long-term strategic plan for the software business, which is really around the 10% growth rate on the subscription and 30% EBITDA margin, because when you combine both, 10% on the AR growth rate and 30% on the EBITDA margin, the total makes 40%.
That's kind of a golden rule, obviously, for the SaaS and software companies in terms of credentials and in terms of being a best practice and top of the class in this market. Why the 10%, for us? Because we have identified and calculated and our estimations are that the market on average, the markets that we are putting into, so the different geographies and the different mix of segments, both on the enterprise and the SMB, with some different weight on both the customer communication and the financial automation side, we estimate that market growth to be at around 10%. For us, the 10% is not just, you know, what we can do and not do.
It's to ensure that we keep up with the market, because we believe we are one of the leading, if not the leading platform with our EUR 250 million AR in this market segment. We wanna make sure that we keep track with the market growth. That's the first element on how we have decided to set the level of acquisition cost for us for the coming years. Yes, we do expect naturally 2026 to be around those 10% for the subscription growth rate and DR as we get into the first year.
For the coming years, we do expect an acceleration, and as I responded earlier, driven by the new benefit and future benefit from the acquisition of Serensia related to the invoicing market that was not accounted for when we initiated our early 2030 guidance.
Thank you, Geoffrey. The next
Oh, maybe on Sophie, on the acquisition.
Yeah.
As I again mentioned earlier, no, we did not identify the particular acquisition that would be needed to achieve those targets. We've got 17,000 customers, and we do expect the upsell and the expansion from the existing customer base in addition to the ongoing already new logo acquisition engine that we have to be able to allow us to meet the target.
Thank you, Geoffrey. Next question is on CapEx. How will CapEx evolve in 2026, and how will it be spread between the three businesses?
I guess this one is for me. I think we mentioned this year the CapEx level was EUR 86 million. Jean-Pierre, you need to think that it will not be significantly different, I think, in the coming years. We expect something around the EUR 90 million. Obviously, we don't necessarily break it down, but if you think about it, Mail has an overall tendency to decline. I think it's part of the explanation also why we have a lower placement in machine means lower CapEx on the franking machine in particular. Lockers still will continue to be quite unique and positively oriented, I guess, with the rollout that we mentioned in the U.K. and Italy. The last portion of digital. Digital is in a scaling phase.
The improved profitability is also the scalability of the R&D. I don't expect huge increase on the R&D side. Overall, not significantly different. Potentially slightly up, but that's what I can say for next year.
Thank you, Laurent. Next question is on mail. Is the mail market reaching the cliff drop that we have been fearing? Could we see an even larger decline in 2026 than the one seen in 2025? How confident are you that the 2025 decline was a one-off?
We're clearly not anticipating a cliff in terms of the decline of the mail market. We have updated our 2030 ambition for the mail. It will remain a large part of our success for the 2030 guidance, and we do expect the mail to still contribute EUR 500 million in revenue by 2030 at that time. Really, if you were to look at the numbers, we're changing a little bit the annual growth rate that we're expecting. We were expecting a decline around potentially 3% to be better than the 5% of the market, 3%-5%. We still expect to be able to do better than our anticipation of the market decline over that period of time.
The big difference is over the coming years, maybe one or two points of further decline per year of the market, right? It is a degradation, but it is a predictable degradation. Our anticipation on the underlying mail volume, right, the volume of letters, is barely changing from now to 2030. This is what Laurent have explained to you. It's around that 7.2%-7.5%, right? The mail volume will remain resilient, declining, but predictable decline over that period of time. With that context in mind, we're coming off two different impacts in 2025 that have combined themselves. An acceleration of the decline in Europe driven by some of those investment mandates, and we do expect those to continue and to accelerate, and we have taken that into account.
The impact that we had on the U.S. market, mostly driven by the post-decertification effect that we have experienced as a market, right? It's the entire market that have seen that in 2025. We have also seen at the end of 2025 that market to start picking it up, which is a good news. We do anticipate for Q1 our own performance into that market to improve versus 2026. At this stage, even though we have some uncertainty, and we have factored into our range of revenue for the mail performance to improve in 2026.
Thank you, Geoffrey Godet. Next question. Can you give some trends on revenue by segment in 2026? Specifically, how do you see mail revenue after the deconsolidation base effect?
I can take this one. Specifically, we don't guide by solution, you know, on the revenue side by year, because otherwise, you know, it's a lot of different items that we always being asked. I think the guidance is quite clear. We are aiming for the -2% to +2% revenue evolution. Obviously, what we factor in this -2% to +2% is obviously still some uncertainty. Geoffrey mentioned that on the mail side, and we've been seeing the difficulty to predict for 2025. We want to be cautious. The start of the year is obviously showing good signs, better than the trend we had again in Q3, Q4 of 2025.
We believe that the market will positively evolve, notably because we get further away from the decertification in U.S., and that basically we have a comparison base that is obviously slightly more favorable. We get also new customer that get back to renewing their machine, which is normal. You have an underlying trend mentioned by Geoffrey. In Europe in particular, where you have a further decline than what we had shared back in the CMD, and I think we need to consider the market has evolved, and now is back to -6% on CAGR that we are aiming to more again, if you do the math, kind of -5% CAGR in the coming years.
We are currently at -10%, so basically what it means is that from -10% you will come back to a trajectory that is closer to that -5% or even above if we can, obviously. We factor that uncertainty within the -2% to +2% range, I think, for the total revenue level. Digital and lockers being much more predictable, I guess, and as we mentioned, notably on the subscription part.
Thank you, Laurent. Still on mail, does the underperformance of this segment mean you lose market share, or is it a geographical effect?
On the market share, the question is fair, because we can see on the slide that we did slightly underperform the market at the end of the year, because before that we are very similar. We believe that yes, the geographical effect is part of it, meaning basically if you look market by market, we don't believe we lost market share in the past quarters. That being said, in the past we used to win a lot market share on one specific market, which is the NAM one. Our understanding is also that when we win, it's when we gain new logos. After decertification, the opportunity for gaining new logos is obviously scarcer because you have less customers up for renewal.
What I believe is that coming back to a phase where you have more customer renewals also, after the post-COVID effect, which is part of the answer, basically, where we will be able to, hopefully again, make the differentiation. If you look market by market, today we're not losing market share.
A strong geographical mix.
Yes. Is a big chunk of the explanation, yes.
Thank you, Laurent. Moving on to mail profitability, could you remind us how you will manage to contain the decline in mail profitability? Is it mainly HR reduction or anything else to think about? Are these reduction due to natural attrition or the results of restructuring?
Either way. Laurent can take it.
Um-
He can take it, please.
I'm more than happy to take it. I think it's an overall approach. You have obviously a reduction in cost because we have a very variable size-
Production.
Production engine. I mean, we source a lot externally, and basically we can easily adjust the cost of sales, notably to the revenue. That's part of the answer. Yes, the rest will be mostly on the OpEx side. We have a population on which we have obviously some natural attrition because some get retired and notably on this segment we have a range of people that we not necessarily then when they leave to retirement that we smartly don't replace because we know we need to progressively adapt that structure. We also contemplate when needed restructuring, and that's what we did this year, notably in France.
It's the overall approach that I think we've been successful in delivering the 27.1% EBITDA this year. That's all the levers that we are pushing on. Last portion I didn't mention is obviously the cross-sell. I did mention that in the slide of profitability, but obviously reusing more of our salespeople on the mail side to sell more digital, which has been very eager to do so because of the e-invoicing coming up and slightly lower traction on the franking machine side notably has been delivering also some savings with some contracts and some cost being basically digital ones.
I think to complement what you said, rightfully on the synergies, we also have the synergies with the lockers where the mail technicians are also now supporting most of the installation and support of our locker base, notably in the U.S., but also in the U.K.. These are all contributing factors. I think the best point of what you said, Laurent, and I think we have a tremendous track record, right? Because when you look at the combination of the variable cost structure, the team has put in place, the favorable age pyramid that you mentioned, you could see that even in difficult year where we lost more than EUR 70 million of revenue, right? Almost 10% decline, we've been able to have a very high margin and stabilize it.
I think it's a credit to our commitment to maintain high margin and protect and favor, obviously, the cash generation of this business in the coming years.
Thank you both. Moving on now to Lockers. When is the 5,000 units rollout in the U.K. will be completed? What are the ambitions of Lockers in Italy?
On the locker in the U.K., it's a very good question. We always say that for us the first milestone is to be, and obviously it depends on different configurations in each of the countries we could operate, but a locker business, an installed base at scale would be around 2,000-3,000 lockers minimum, right? That's our first milestone that we're trying to reach, and hopefully in 2026 or soon in 2027, we should be able to reach that first milestone. This is what we're focusing on. Now, from now and the end of 2026 or the beginning of 2027, we obviously keep the flexibility to either accelerate or slow down those rollouts based on the market conditions that we see.
For us, what is really important at this stage is maintaining that we always go for prime locations, which means we're gonna have a good long-term and high utilization of network. As you could see that what Laurent shared with you, we've been able to manage the deployment of the base and making sure that that deployment was with a high usage. That's really for us the freedom that we take, right, based on market conditions, whether we need to accelerate the deployment or we need to slow it down a little bit. There's not a target per se. It's making sure that over a longer period we can achieve those target. Obviously, we could go beyond the first 3,000 and reach to 5,000 or more potentially.
Just as a reminder, we've got 7,000 lockers installed in the Japanese market. We have, I forgot the exact number, 14,000, I think, in the U.K. and in the U.S. now.
Yeah.
Yes.
Probably, yes.
For the Italian one, specifically the same thing. We don't wanna rush too early to deploy lockers or on the other hand, not take too long. We will update you on the progress we make in the Italian market along next year.
Yes.
Always market context driven. That's really what we've learned over the past years to be efficient in our rollout.
I think U.S. is 16,000 now.
Oh, EUR 16,000. Thank you, Laurent.
Thank you.
Oh, it's the acquisition of Package Concierge in addition.
Right. Absolutely.
Thank you, Geoffrey. Moving back to mail. How much restructuring expense did you have for mail in 2025?
It in 2025 is the bulk of what we have in the restructuring. We have about 20, if I'm not mistaken, you have about EUR 20 million. Just shy of EUR 20 million, and bulk of it is the French RCC that we did this year, which represent probably a bit more than half of it, and the rest being other countries and for some also still a little bit of the buildings, notably footprint. The bulk of it is for mail.
Okay. Thank you, Laurent. Moving on now to questions on digital. You have increased your revenue target for digital. Customer acquisition can be expensive for SaaS companies. What makes you confident that you can improve your margin to 20% in 2026 and to 30% in 2030? Same question on lockers. How confident are you that margins can improve, you are still in the lockers rollout phase, notably in the U.K. and in Italy?
I suggest we split the question, Laurent. You take the one on the lockers, I take the one on the software.
Okay.
Actually, thank you for this question. It's a relevant question on the software side. Our assumptions and belief today is that we did structure our go-to-market engine that brings us between 2,000-3,000 new logos every year. You're right, in a subscription business model and for the type of offering that we offer to our customers, the sales acquisition cost that we expense and we incur in a given year doesn't get its full payback in the first year, right? Basically, from the moment we have the sales team engage to sign a contract, we recognize the booking value, but we don't recognize the revenue, right? Because we could have this full sales expense of a year, sign a contract in December or January for the last months of the year for us.
We'll get the benefit moving forward, but with zero revenue creation the first year, which is an extreme case. Obviously, in average, we sign contracts every month from the first month to the last month. Naturally, we intend to maintain that new logo acquisition engine and potentially to increase it a little bit over the years. It's true that there's a second benefit that we expect and we see already actually in the last few years, which is the revenue coming from the expansion of the base. More simply put, is the capacity to upsell an existing customer from one solution to another solutions. This is what we're starting to be really good at. Naturally, when you have an existing customers, they already sign a contract, they use the platform. We have a customer success agent that discuss with them.
Naturally, the capacity for sales to convince that customer to use more of the application, actually on the usage, it's also applicable, or to be able to buy additional capabilities is much less expensive than acquisition of new logo. It's really that second go-to-market engine that is kicking in and taking a greater impact and greater shares of the booking contribution for the coming years. Naturally, the efficiency of producing that revenue, net booking is coming from that. This is definitely a key lever for us. I would just add maybe another lever on the go-to-market is the contribution also that we get from partners.
At our scale, at our size on the market today, and being recognized as the leader in much of the segment that we operate into, we are having the benefit of having partners that are happy to work with us and happier to work more and more with us. It's also part of being more efficient on the go to market because naturally we'll have the benefit of having leads and having customer contract that are not coming just from our direct sales team, but from an increasing and richer partner ecosystem. We have now more than 500 partners that we work with every day, and we could see that their contribution is gonna be beneficial also moving forward in term of cost efficiency of the new logo acquisitions.
For the second question, I guess, the local side. I think, you know, yes, rollout process for sure. I mean, you mentioned the U.K. and the Italian network. You need to think that we have a strong improvement also on the recurring side. The scalability of the R&D platform locale is also one criteria. The level of investment, I think, that we've recognized up to now and that have been sales and marketing to find new sites and to our locales. We have clearly learned from the past, and I think the level of efficiency we have also placing these new locales is strong. In the end, it's mostly tied to how much of recurring revenue you generate, and that recurring revenue flow is quite naturally like for the digital part to the bottom line.
Regardless of the team that you have that still continue to expand, but this team doesn't have to expand as fast as the top line. You have clearly a scalable software and process of rolling out lockers that allows you to increase significantly at margin. We saw that this year, + 4.5 points, 6.3% just on EBITDA on H2. It's nothing to do with what we had two years ago, and we've been rolling out plenty of lockers in the meantime.
Thank you, Laurent. Next we have a couple of questions on digital and AI. Do you see a change in the competitive landscape for digital due to AI? And are you losing deals against AI companies?
It's a very good question, a very relevant question. Something obviously we look carefully at, and I can answer very directly today that we have not lost any deal so, related to an AI competitor. We've got zero churn neither related to any AI competition. We're obviously, I think getting the benefits of what I have, I think, tried to summarize for you is, the type of solution, the type of platform we provide today, which cannot be replaced by an AI platform at this stage. This is why I don't believe we see AI competitors being able to replace us, right? We provide data that are required for a legal proof, right? Whoever sends the invoice, it's become a legal document at the time it is issued.
It becomes the reference for different tax institutions in different countries, the basis of any compliance and audits. We do that obviously on many type of documentation. Our system is a system of records, integrates with other system of records, and we see AI not as a competition that replace us, but as a benefit where we could augment the capabilities, the benefit, the information that we share, and we can give to our customers and the outcomes they can get from it, because AI agent have need to access our platform, our backbone, and this is where also we build our own capabilities on top of AI naturally. We see that more as complementary and not as a direct competition at this stage.
Thank you, Geoffrey. Still, on the digital business, you mentioned peers transactions at 10x revenue in the past. Do you think that multiple is still relevant? If not, what may be the new norm?
Well, that's a very difficult question to answer, and I don't know if I'm in the best position considering you know that probably a more financial specialist could be there. What I would look at is that there's been very few transactions on the M&A side since the last month or so or two that we had seen some of the publicly traded company in SaaS being impacted recently. I would add a note of caution is that obviously those impacts seem to have been you know very recent, so we need to see obviously the longer term impact.
I think just in the past few weeks, as companies are trying to clearly explain themselves, I think we could see even recently that there's a lot of software SaaS companies that are, well, we could call them SaaS winners naturally, because like with us, our software, our SaaS solutions are not being impacted, not being intended to be replaced by AI, but could benefit from it, moving forward. I would be surprised that some SaaS companies could be impacted naturally or the one that may have their business model related to seat usage as AI could potentially, automate what certain people could do. If your business model is related to seat, it could be the case.
It's not the case for us, and it's not the case for a lot of other SaaS companies that operate in the same kind of vertical and specialized environment that we do. That's, I think, my note of cautions, and not projecting any multiple numbers. We have been at times, naturally, like for Serensia or CDP more recently, looking at acquisitions. We obviously keep an eye obviously on the M&A market. I think that could represent an opportunity for us if we were to find companies that would be less valuable than they were before and could augment or obviously or the benefit that we see on the market.
At this stage, I think it's way too early to be able to anticipate what multiple or valuation impact it could have on the entire segment and the entire industry. Laurent, if you have anything, so you probably know this much better than me.
I agree with what you said, Geoffrey.
Thank you, Geoffrey. Last question we have for this Q&A session is on capital allocation. Are you considering starting a new share buyback program in 2026?
I can take that one. As you know, every year we have a rolling 18 months of buyback capabilities from which we have a vote during the annual assembly. We just need to keep in mind that we have several targets for the year 2026. For sure, the first one is that we'll pay a dividend that will be higher this year than the one before. We are talking about EUR 26 million of dividend overall, which is up by EUR 1.5 million-EUR 2 million compared to last year with the suggestion we will do obviously at the general assembly. It would be subject to vote. We have also that leverage at 1.5 that we are committed to meet and that I mentioned we were today at 1.6.
We mentioned the CapEx, so that's the overall allocation of capital. Would there be room for any share buyback and an opportunity price point for the shares? For sure, we would trigger that. We need to meet the overall envelope of what we've allocated to each of the priorities of the company.
We have no further question at this time, so we can close the call. Thank you very much for attending this presentation and for your questions. Our next call will be on the 21st of May for our Q1 2026 sales release. In the meantime, we look forward to meeting some of you in the coming days during our roadshows. Thank you, and have a good evening.
Thank you. Have a good evening too.
Thank you.
Thank you, Laurent, Cedric, and Sophie.