Welcome to Dellia Group's presentation of the fourth quarter results. My name is Thea Guldbrandsøy, VP Investor Relations, and I will be hosting the Q&A later on. Feel free to submit your questions during the presentation on the webcast platform, and then we will address the questions in the end. Before we begin, we would like to show you a short video of our operations. We are very proud to announce the acquisition of Kirirom, and by that, securing a fully integrated value chain from fruit sourcing and production in Cambodia to delivered finished products to our retail customers in Europe. Let's have a short look at the video.
Everything begins with the fruit. While most dried fruit brands buy their products in bulk, we start at the very beginning, with the soil, the trees, and the farmers. To deliver consistent quality, we own the process from field to shelf. Quality is monitored continuously before products are shipped to markets around the world. Scale meets precision, planning meets execution. Fruit is our ingredient, and with perfectly sun-ripened fruit, we're changing the snack category. We grow taste, we grow the category, we grow the next global best sellers in modern snacking.
With that, I would like to introduce our Group CEO, Jan Storli Eriksen, who will walk you through the presentation of the fourth quarter results.
Welcome, everybody. The revenue of the fourth quarter 2025, it came in at approximately NOK 153 million. That is up from NOK 80 million on the previous quarter, with an increase of approximately 91%. If we look at the revenue we have so far in January and February, these two months already exceeding the entire revenue we had in the fourth quarter, with part of revenue planned in December, moved to January. For the full year, we achieved approximately NOK 640 million in turnover, up from NOK 266 million previous year. That's an increase of 140%. If we go to adjusted EBIT, that came in at approximately NOK 12 million, up from NOK 5 million previous quarter.
We had extraordinary air freight in the quarter of NOK 10 million, leading to an EBIT margin of 7.7% in the quarter versus 6% the previous quarter. For the full year, we achieved NOK 93 million in adjusted EBIT, compared to NOK 14 million the previous quarter. That's an increase of approximately 600%. The adjusted EBIT here is only adjusted for one-off IPO cost and legal expenses related to the acquisition of Kirirom.
I will go and look on operational highlights. Also want to mention before that, we are having a net profit of approximately NOK 50 million for the quarter. We are planning our dividend in, on that, of NOK 4.60 per share, with ex-dividend date, the 16th of March, which is approximately half of the profit we made in 2025. For the operational highlights, I would emphasize two topics. We improved our capacity of the product range Dippies during the quarter. Dippies is our fruit that is semi-dipped in chocolate. This will gradually provide more revenue during the first quarter and the second quarter, with the full impact in the third quarter of this year.
We also secured a trade finance agreement of NOK 320 million with Nordea, that will materially reduce our interest expenses with a full effect from the second quarter of 2026. Our EBIT margin, for the adjusted EBIT margin for 2025 came in at approximately 15%, up from 5% previous year. The increase in EBIT margin is due to increase in revenue, resulting in economy of scale. This is also our target going forward. We plan on working on generating more and more revenue and an increased revenue, and then doing so, work on improving our EBIT margin. Let's look on the revenue forecast for 2026. Dellia operating three reporting segments: Nordics, Pan Europe, and Asia. For the Nordics, we are expecting revenue of approximately NOK 810 million.
For Pan Europe, we have a range of NOK 50 million-NOK 100 million, and for Asia segment, we are expecting approximately NOK 50 million. Our plan is to conclude the acquisition of Kirirom during the second quarter. From the third quarter, the Kirirom company will also add further revenue and margin to the group. After we have provided the third quarterly result, operating as one quarter together and gained full information and experience of running the company as a unit, we will provide an more comprehensive outlook on both margin and revenue after that. The volume in this outlook of the revenue outlook here are based on a dried mango volume of approximately 4,500 tons, and that is excluding external customers of Kirirom.
Last, we are maintaining our dividend policy, now with the first planned dividend to be distributed in March. After second quarter and the first half year, we are planning to distribute another dividend based on half of the profit in the first half year, most likely in the timing around August or September this year. This is also our strategy as a company, that we are focusing on reinvesting half of the profit to provide further growth and maintain profitable growth and at the same time, distribute dividends. Let's go and look on a more update on the company and operational update. Dellia is increasing its market share across all Nordic countries, and here we are looking on different markets in the Nordics, and NielsenIQ have different definitions on how they define the dried food categories.
In all the categories, as you can see, we are increasing our market share, both in the quarter and year-over-year. Dellia is also driving the growth in these categories. You can see here in Norway, we grew the category with almost 86%, in Finland, 62%, in Denmark, 51%, and in Finland, almost 40%. We are expanding these categories in such a pace that we are expanding them beyond being dried food categories, meaning we are stepping into snacks by building a new, better choice category. Disciplined focus on four growth pillars are supporting driving Dellia into a leading player within the better choice snacking category. Those pillars are, of course, number one, taste, constant innovation, and our industrial platform, and that leading to strong retail partnerships.
Now we can go and look more on how we're operating on those four pillars. Sunshine Delights is premium quality, and we control every critical process to ensure consistent taste and quality. Some people look at, for example, mango as a generic commodity. We don't do that. We pursue that as something we have to produce with love and dedication, and that's starting with fully ripened fruit supported by contract farming. These are resulting to very good numbers, and we can see here from a research with Xtreme Insight, with around 4,000 participants in the age group of 15-65, where the conclusion are a very strong preference and repeat purchase intention once consumer try the product from the Sunshine Delights brand one time.
It's almost so good results that you have one-on-one correlation, meaning if you try the product one time, you're very likely to buy the product again. Dellia is recognizing our revenue when we are selling our products to the retailers. However, the underlying performance for our company are when retailers buy the product, when the consumers buy the product out of store. Here we can look on units sold out of stores in major retail stores in the Nordics with data from NielsenIQ. In the fourth quarter, 2025, 4.3 million units were bought out of the Nordic major retailers, compared to 2.5 million the previous quarter. Year-over-year, we did 17.5 million units out of the stores, compared to 8.3 million the previous quarter.
That's more than doubling units sold in the Nordics in 2025, that also prove our ability to compete in traditional snacking category. Otherwise, we would not have achieved these good numbers of retail sales. If you look on NielsenIQ here, Dellia is ranking in snacks, now we are not looking at the dried food category. Now we're looking at the snack category. Our dried mango here are in top 10 in Norway and Sweden, and top 15 in Denmark. In Sweden, we are actually top three if you combine with 100 g and 200 g, only beaten by Cheez Doodles and sour cream potato chips. The brand Sunshine Delights is top 10 in all the countries, Norway, Sweden, and Denmark. We are unifying all our products now under one strong brand, Sunshine Delights.
We keep innovating under that brand, targeting everyday snacking for the mass market. On the left side here, you can see our existing best sellers in store. Our target now is to get our dried mango with chocolate dipped up also among top 10 in snacks. We, as you know, had capacity constraints. We could not supply enough to meet market demand. That will now be eased during the first quarter, second quarter, and the full effect in the third quarter. Our target here is to get that product up in top 10 in the snack. We also launched three more products in Q4. We are planning further product development to be launched in 2026. We are relaunching our flavored dates.
We are further innovating with our product range Dippies, which is fruit semi-dipped in chocolate, and also exciting and new flavors within our product concept, Fruit Fusion. The target here is to develop products that make, that also will be in the top 10 into the snack category. Maybe not all of them, but get more and more product into that top 10 segment. Let's look on our industrial platform. In-house production platform are providing us a long-term competitive advantage for large scales rollout of both existing and new product innovations. Kirirom provides Dellia with an industrial base to scale everyday snacks to the mass market, and here we are also targeting a global mass market.
If you look on the facilities of Kirirom, it consisting of 50,000 sq m, standing on 490,000 sq m of land, employing around 3,600 people. This provides out a capacity of 12,000 tons of dried mango and 48 million Dippies bags in annual capacity from the second quarter. Here, that we have two impacts of that. Since we now don't have any capacity constraints anymore, this enables Dellia for first time to increase investments in sales and marketing, both in the Nordics and internationally. The other impact of the factory, as I mentioned, is that we can innovate with our innovation lab in Oslo, and then we can scale that innovation effectively with a tailor-made production line, with big enough scale serving the mass market.
You can see from the picture here of producing mango with semi-dipped in chocolate, where we now have built eight lines producing that output, which will employ around 600 people full time. That platform is making Dellia well-equipped to capture demand from confectionery and snack market, and benefiting on that process from economy of scale. I will give you one example here. We have a capacity of 12,000 ton dried mango. We are only utilizing 4,500 ton for the Dellia brand, Sunshine Delights, and that's marked as green. Let's say, for example, we were able to increase the green to 12,000 ton and utilize the full factory for our own brand. That would make group revenue exceed NOK 2.4 billion without investment in further equipment and buildings.
By doing so, in that process, benefiting from economy of scale and improved margin. On the picture in the middle, you can see the size of our land, 490,000 sq m , where we have plenty of space to further invest in building and equipment. Just by focusing on utilizing this platform and tapping into this massive global snacking market, we are targeting to achieve utilizing the full capacity and expand our company. In Europe, the focus is to replicate the Nordic success by building distribution in a combination of having local sales offices, as well as working with distributors. On the right side here, you can see the development in Morrisons.
We launched the products in Morrisons in the beginning of January 2025. We had an increase here in 500%. That's an organic increase. We would not have achieved that increase unless we had a strong repeat purchase. When people try the product one time, they will buy the product again. It takes time to build up the sales and the recognition of the brand. Our strategy here is to gain more distribution. During the fourth quarter, we have made great progress by gaining 1,000 stores in Switzerland with Coop, OTTO'S, and Valora. We also had a commercial breakthrough with REWE, where we got a listing in 500 stores. REWE is one of the major German retailers. We can then grow steady from there.
In Netherlands, we have got distribution, 130 stores in Dirk. We are doing very well in Italy with 600 stores and a lot of retailers. Of course, it takes time to build recognition for our product and get that effect like you see with Morrisons. Our plan here is to gain to make Europe our main growth engine from 2027. This year, focusing on getting more and more distribution facilities, get traction of the brand, get the growth in 2027. We are working on proof of concepts in Spain and Portugal, France and China. In China now we have our one of our biggest offices with more than 20 people. Here we also now are building our own sales team, targeting retailers in China.
In France, we are doing tests, for example, with Carrefour in about 20 stores in Paris. Based on the results of those stores, we can further go into maybe gain a more regional central listings within that retailer. Kirirom also providing us access to international customers, both in Japan, and in U.S. In U.S., we are supplying Costco. Costco has audited Kirirom, and Kirirom is an Costco-approved supplier and manufacturing their brand, Kirkland. This gives us an interesting reference for the U.S. market. For first time now, our company will exhibit on the massive exhibition in Las Vegas in May, called Sweet and Snacks, where we now have got a 40 sq m stand to present our brand, Sunshine Delights.
Nordic remain our main growth market, and that is supported by strong partnerships with retailers, and that is the key for securing wide retail coverage and good placings in store. We are continuing strengthening those retail partnerships by focusing on enhanced commercial agreements, sales agents, and also focusing on convenience, and trade customers. The aim we have here is to create the most profitable square meter in the store, which build the base for that good partnership. I will now go through financial data, and I will go through them on a little bit highlight basis in more broad terms, and quickly go through that, and we can also continue with Q&A after that.
If you look on revenue here, by operating segments, you can see that Sweden is our biggest market in the Nordic, and also a market that grew from NOK 87 million in 2024 to NOK 250 million in 2025, followed by Norway and Denmark. Pan-Europe is quite small in 2025, only with NOK 16.7 million, but here we have now a range and outlook for this year between NOK 50 million-NOK 100 million. Our gross profit margin remains stable around 33%, both in 2024 and 2025. Here, our target is, as I mentioned earlier, is to scale our revenue, benefiting from a healthy gross profit margin, providing economy of scale, and by doing so, targeting to improve our EBIT margin.
Our adjusted EBIT, here, as you can see for the year, improved from 5%-15%. That's an example of economy of scale by increasing revenue for growing that margin from 5%-15% for 2025. This is our consolidated statement for financial position. Dellia has a quite simple balance sheets. We have mainly current assets, almost NOK 600 million. Our assets are basically cash in the bank, receivables, or inventories. We do not have any long-term debt. Our current liabilities here mostly relates to trade finance, such as payable or prepayments for products. The cash flow from operating activities was - NOK 30 million in 2025. That's due to increase in sales revenue. We grew from NOK 266 million to almost NOK 640 million in the year.
That means we had to keep more product in stock and have more receivables. Now with the new trade finance agreement with Nordea at NOK 320 million, we are working on converting a larger part of the sales and the EBIT into cash, so we can maintain our dividend policy and both invest part of that in growth, and profitable growth, and also distribute dividends. Cash at the first of December were NOK 263 million, NOK 264 million. Let's go over to the Q&A session.
Thank you, Jan, for the presentation. We will now continue to the Q&A, and I would like to introduce Dag Skipperud Johansen, who is the CEO of Dellia Norway, and he will also participate in the Q&A. Welcome to Dag.
Thank you, Thea. I'm Dag. Thank you for having me. I'm looking forward to attend this Q&A.
Yes. We can begin with the first question. On your 2026 revenue guidance, how strong is your visibility, and what supports your confidence?
Yeah, we can go to look on the slide here for the outlook slide. First, we are giving an outlook on revenue here on our reporting segments, Nordics, Pan-Europe, and Asia. This is not a guarantee for revenue that we will achieve for the year. However, we have spent a quite comprehensive work on estimating those numbers. It's a combination of Nielsen data, planned campaigns that we have in change, listings that we have, run rate that we see, and of course, target that we are working on achieving. The purpose of giving this outlook is that we are trying to be transparent, so what we believe we can achieve, we also want to share with the market, so we are sitting on the same information.
Next, questions about Kirirom. What are their biggest customers?
If you scroll down to the slide here on international clients, Kirirom are producing for a private label for Costco, a brand called Kirkland, and they're also producing for Aeon and Kobe in Japan, which are major retailers in Japan. Costco is the largest external client they are producing for, except of course Dellia, right, which are the majority of the volume, but without external client, Costco is the biggest customer they produce for.
There's a question to the gross margin, fall from 37.7% to 31.3% in the quarter. Is the fall structural or temporary?
This is due to air freight. An air freight of Dippies, of course, now the production volumes are growing massively.
Dippies our chocolate-dipped fruit.
Yeah.
Except mango is semi-dipped in chocolate.
Yeah, Now the production volumes are growing massively, and we will take more and more containers by sea, and then, at the end, stop flying at all.
New question here, what would the margin be if you used all your capacity and had revenues of NOK 2.4 billion ?
Yeah, we can look here on the slide here. We have, as I mentioned in my presentation, just now, we have a capacity of 12,000 tons of dried mango. Dellia are utilizing 4,500 tons of that. We can invest now in sales and marketing and grow more and more sales both in the Nordics and internationally. As well, there's also a question coming about what can we do in the United States. We are, as I mentioned just now, we are exhibiting in the United States, presenting our Sunshine Delights brands for the first time to U.S. retailers. We are just trying to tap a little bit into the huge market of confectionery and snack.
When we can scale the company, everything is about scaling revenue on our operating cost and get leverage and get economy of scale. That's the purpose, and we have had a around 15% EBIT margin in 2025, and our target is to try to improve that through economy of scale. It's a little bit hard to say exactly, on the number or figure, how we can do that, but that's the aim of the company, to improve that, through economy of scale by utilizing full capacity.
Next question, has Kirirom been consolidated in your financials? How much did it contribute?
No, we are trying to conclude the transaction of Kirirom in June, end of second quarter. We will have the consolidation in the third quarter, and from the third quarter, they will provide the revenue from the external clients, not for the internal revenue, of course, but we get the margin on the whole revenue, also our own margin. When we acquire Kirirom, we also gain access to our internal margin. That will be, of course, consolidated, and then we will run and report that in the third quarter as a group. Then we gain experience of how to operate, and we can come back with further information on outlook after we have run together the whole third quarter and gained experience on operating like a consolidated group.
Then there's also a questions on synergies of the Kirirom.
Yeah, I think that's a very good question because it's a lot of synergies when we group the company together. The synergies here expand much more widely. We have our Shanghai office. We have about 22 people in Shanghai. They are now getting linked very closely with Kirirom. For example, when we are expanding our capacity at Kirirom, we are tailor-making lines and production. China will provide equipment and technology to Kirirom in combination with their engineering departments. We are linking our engineers in Shanghai with engineers in Kirirom, so they work together. There are synergies in sales. We are making metrics on Salesforce, where the salespeople in Kirirom, working international, are working together with our salespeople in Europe. We go on exhibitions together.
We are combining a good, strong industrial platform and skill set in farming, sourcing, with our lab in Oslo as well. Kirirom, as I mentioned in my CEO letter, have a lot of natural ingredients and other resources in Cambodia that we can utilize for further innovations. We did not mention exactly what we are planning. That's something we are working on, so we'll come back to that later. There's a lot of opportunities here. When you're grouping together the skills that they have and the skills that we have, and making a unified, strong company together, it's a very, very beautiful thing that we are creating.
There's another question on Kirirom and the capacity. "How much of the free capacity will you be using this year?
Yeah, for 2026, that's already answered on the first slide, on the outlook. On the, we are utilizing 4,500 tons of the dried mango capacity, of course, a part of that will be sent over to the next production building where we are producing our dipped mango in chocolate. Also a lot of new innovations coming in our pipeline for innovations on Dippies. We have some taste samples today, we'll present that to some people. We go further on with setting up our production lines there for other products as well. As you can see here on our innovation slides, we are having product development that will be launched in 2026. For example, we are going to launch our flavored dates.
We set up the production line for dates at Kirirom, where we now can take in dates exactly from farms that we know into the factory. We have automatic line for taking out the stone of the dates. We have a full automatic line further on for making flavors with the dates, which meaning. We can transfer technology and formulation from our innovation lab to the factory, sourcing the ingredients from our Shanghai office into the factory, and utilizing benefits of launching dates there. We are utilizing the factory. All capabilities of the factory are being utilized in terms of making better choice snacking.
Yes, another question, on REWE Group. "You have announced a commercial agreement with REWE Group, with a potential rollout in June 2026. What do you mean by a potential rollout? What conditions need to be met for this to be implemented across-
Okay
all their stores?
I will just change this microphone, and I'll come back to that.
Yeah.
Yeah, yeah.
Let's change that one first.
I don't want to do or? Can you hear me now?
Mm-hmm.
Is it on? Is the sound back on?
Yep.
Good.
You want me to read the question again?
Yeah, take the question again for REWE there.
Yeah. "You have announced a commercial agreement with REWE Group-
Right.
With a potential rollout in June 2026.
Yeah.
What do you mean by potential rollout, and what conditions need to be met for this to be implemented across all their stores?
Yeah, we have got listings of 4 SKUs in REWE. Among them is of course mango 100 g, is our chocolate-dipped mango, is also Fruit Fusion. We will have the distribution first in 500 stores. Normally, when international retailers in Europe launching product, they start normally with a selected number of stores, for example, 500. They see the rate of sales and the tracking there. Therefore, it's very important for us to work towards what we have achieved here with Morrisons in the U.K. You start in a number of stores. You have to show the market that you have good rate of sales. You have to generate a profitable square meter in the store by having repeat purchase order.
Starting distributing in 500 stores, if sales works very good, that open up for further expansions. I think REWE has more than, what is it? 6,000 stores now.
Yeah.
It's a major, innovative German retailer. Starting with 500 stores is a good starting point. You see here in Europe, we have proof of concepts market. For example, in Carrefour, now we're making a test in Paris, in around 20 grocery stores. That make the base further for getting our listing maybe in 300 stores. Further from there, you can go to another region. They're rolling it out step by step, which is also very good for us because we need time to produce the products and ship it. It's quite massive if you supply 6,000 stores immediately. It's a step-to-step rollout plan.
Thank you. Then there's a question to the Nordic market, whether this is transitioning into a more mature phase in the near term.
What do you think, Dag, about that?
Of course, the Nordic market is, or the Scandinavian market, is our most mature market, but Jan, you also shared some numbers in your presentation. We are growing month by month. No, I don't think we are seeing that on the top for any of our products yet.
No, no, we can see that we have engaged into more joint marketing agreement.
Yeah.
That's the first time we ever did that.
Yeah
Right?
we also see.
Yeah
O ur rate of sales in every single store we're listed in, it's increasing day by day and month by month. Yeah, we're still a growing company, and all our products are?
Also keep in mind, I think we did not have mango dipped, which we believe could be, at least should have the potential to become among top 10 in the snack together with mango, maybe even exceed our dried mango. We did not have capacity to supply the demand, so we undersupplied as well, in both, particularly in the last quarter. This year we underperformed.
Yeah.
That's also something that can be taken off the potential when you have the capacity. We also unifying under one brand, which a lot of consumers did not know that our mango dip maybe were part of Sunshine Delights range. We are relaunching our dates now with a new date. We're going in with the Kalmi dates. It's a very clear, smooth taste of coffee and caramel. We are the first company that relaunching with Kalmi dates, both as a single pack and with flavored dates under Sunshine Delights. I think that we can get effect from having the brand. The market is a connection that we are one brand that can enhance potential and new product launches, capacity on mango dipped. Yeah.
I think we have a follow-up question.
Yeah.
I see there are a few questions on the gross profit and how that will look forward, on a normalized gross profit. You mentioned the air freight of NOK 10 million and the write-down in Iran of NOK 1.5 million . The question is basically, how do you view normalized gross profit going forward?
Yeah, we can see the gross profit is here, stable in twenty. It's a little bit difficult to when we are a company like we are, right? Growing at this pace, and developing a business so fast, it's a little bit difficult to monitor our company performance just by month by month, or maybe even that quarter to that quarter. You have to look at it a little bit more, or a little more time span. It takes time to supply the product, it take time to get orders. One order can move from a month to another. We are working with almost 1,000 containers, three containers per day. It's a lot of volume.
You can see on the gross margin for 2024, it's around 33%, and for 2025, it's also 33%. Over the last two years, we have had 33% gross margin, and that's a healthy gross margin. It's not high, it's not low, it's a healthy gross margin. Kirirom, now, of course, will be incorporated from the third quarter. We make the gross margin be as a group, that we have the tree, and we have the store, so we have the margin from the farm to the store. We are trying to scale the volume of sales by that and reach economy of scale, which our target and aim then is to deliver, better and better EBIT margin and convert that EBIT to free cash, which make us have the strategy of both providing dividends and profitable growth.
There's a question on the OpEx. OpEx more than doubled to NOK 136 million in 2025, yet the disclosure on what this was spent on is vague. Personnel, sales agents, warehousing, product development, and marketing. Can you provide a more granular breakdown, so investor can assess whether this spending is truly scalable or simply growing in line with revenue?
Yeah, it's a, it is operating expenses for the full year at NOK 100 million, and the employee benefits as revenue came in at NOK 640 million. Cost of goods reduced, employees, NOK 32 million, other operating expenses. You know, our operating expenses in 2025 was high, but what we have done in 2025 is two major things. First of all, we went public on the main list of Oslo Stock Exchange, which is involving a lot of cost relating to doing an IPO. In addition to that, we bought a major company like Kirirom, which almost the same size as ourself, and there's, of course, cost connected with doing that.
We have a lot of consultants, legal, financial consultants supporting and working with us as we're scaling the company. As long as we get becoming more mature set company, and we can have more of the staffing in-house, we can see our we paid more actually in consultants than we paid in employee benefits and expenses. The target is to have more and more of the resources in-house, scaling our organization, together with the founders, employ more people, build system, build structure, make it a brand, make the company not depending on consultants or single individuals. Also, make it a system and a structure that run as a machine, and scaling revenue on that with a scalable product.
We have one bag, we have 12 languages, we have a uniform good taste, we have contract farming, and just scale that product. By doing so, we achieve working on achieving economy of scale. It has been challenging to grow with the pace, going public at the main list, acquiring a company with all the governance and requirements by law that they have to comply with, and that costs money.
There's another question here: How do you plan to cope if you get in a situation again with too much demand for your capacity?
Yeah, we have known for the first time, though, I think if you're looking on the slide back here, it's good questions coming up. Now, it's better question than we got in the beginning, Thea. So let's look here on the slide for Kirirom, right? If we go back here to the Kirirom slide. We have a first time now, right? That's, the question was asked previous, what are the synergies by having Kirirom and the brand combining together? Obviously, we want to maneuver that growth we do. We want to standardize the product, we want to standardize the taste, and we want to grow. The factory and the brand linked together makes a very powerful alliance.
First of all, we control the full value chain from tree to farmer, which make us a very good base for partnership with retailers. We can supply and control quality like nobody can. Thirdly, when Kirirom, for example, also work with their third-party clients, as we contributing the majority of the revenue, we're also quite strong in negotiating with, for example, other external clients of Kirirom. It makes us strength together, and we can also utilize the capacity, tailor-make the capacity as a group by plan. We have quarterly meetings together, we make forecasts together, we look on this now in a much more different, integrated way. A real synergy of this grouping together make us able to plan and tailor-make capacity in a much more comprehensive way than we ever did before. I hope that we're not coming in that situation anymore.
You know, we relied on third-party suppliers, we had massive growth. We rely on that third-party company to make investments on their own based on our growth. That's a challenging thing for them to do. When we are now linked together as a group, and Dale and Sean, who established Kirirom, now become shareholder of Dellia Group, we're in the same boat. We all want to make money for the shareholders together. It's unifying the whole thing in a complete new way, just to address that question on capacity. It's one of the major reasons why we decided to integrate the company and had that plan for four years.
Thank you, Jan. I think we should begin to wrap up. Let's do one last question. Are there any plans to transition the Kirirom factory from manual labor to a more automated production process?
Yeah. That's something we're also working on, and we are looking on that as well, and we are more and more automatic when it comes to, for example, to packing the product. Packing product is automatic. When it comes to producing the mango dip chocolate, we looked at automatic lines for that. We tried and so on the results. In order to create the quality we want, it require that to be hand-dipped in order to make it the right amount of the chocolate, to make it, like, the right amount of the taste. Otherwise, it will be. If a machine did it would look different.
It wouldn't be as delicate and good, and we want to be the best in what we do, so it requires some handcraft production there. When it comes to cutting the mango skin off, we have tried a lot of equipment, and that's possible to do, but mango has different sizes, so it's not so easy. We are constantly working with all the engineering or the, and the best equipment producers in China with them and the factory as an integrated company now with our Shanghai office, which is our major office.
We have more than 20 people in Shanghai, they are supporting and looking on this option all the time. That's also one benefit of being a group. It's easier for us to make investments together and decide, "Okay, let's invest in new automatic lines here," versus, having direct labor, for example. It is fruit, and it is manual, and that's one of the benefits of being in Cambodia as well. We are creating work for labor who needs work.
Yeah, it's important.
We have created work. We have also changed Kirirom from being a seasonal company, having just labor during season of mango. Now we are working year-round. We are doing a lot of efforts in creating work and labor, and having access to qualified labor at competitive cost, having sizable land where we can expand and build, having equipment and engineering from China coming in, is enabling us, creating a very, very powerful engine in terms of pro.duction and in-innovation for mass-scale rollout on everyday snacking.
Thank you. Then I think we should wrap up.
Yeah. Thank you very much for joining this live presentation. If you have any more questions, just feel free to email, Thea, at our company, on VP Investor Relations.