Earnings Call: Q2 2021

Aug 16, 2021

Greetings, and welcome to Oakleigh's Second Quarter 2021 Earnings Conference Call. At this time, all participants are in a listen only mode. A question and answer session will follow the formal presentation. I would now like to turn the conference over to your host, Katie Turner with Investor Relations. Thank you. You may begin. Good morning. Thank you for joining us on Olli's 2021 inaugural Second Quarter Earnings Conference Call and Webcast. On today's call are Tony Peterson, Chief Executive Officer Peter Berg, Chief Operating Officer and Christian Hackie, Chief Financial Officer. Before we begin, and involve risks and uncertainties that could differ materially from actual events or those described in these forward looking statements. Please refer to the company's final perspective Filed pursuant to the rule 424(3) on May 21, 2021 and other reports filed from time to time with the Securities and Exchange Commission For a detailed discussion of the risks that could cause actual results to differ materially from those expressed or implied in any forward looking statements made today, Please note on today's call, management will refer certain non IFRS financial measures, including EBITDA, adjusted EBITDA and adjusted EBITDA margin. While the company believes these non IFRS financial measures will provide useful information for investors, the presentation of this information is not intended to be considered in isolation or as a substitute for the financial information presented in accordance with IFRS. Please refer to today's release for a reconciliation of non IFRS financial measures The most comparable measures are prepared in accordance with IFRS. In addition, Owe has posted a supplemental presentation on its website for reference. It's now my pleasure to turn the call over to Tony Peterson. Thanks, Katie. Good morning, everyone. It's great to speak with you today on our 1st Earnings Call at the Public Company. On today's call, I will briefly review our Q2 financial highlights, Provide an overview of our business performance during the quarter, including the continued strong momentum for Oakley and the Oat category And reiterate the key reasons we believe Oakley is uniquely positioned for long term growth and to be the leading dairy alternatives brand globally. Peter will provide an update on our global manufacturing capacity footprint, then Christian will review our Now 2021 represents the most transformational year in our country's history. With the completion of our successful IPO in May, which has provided us with the capital to fuel new production capacity globally as we scale our business across 3 continents To meet the robust consumer demand for our leading brand, we are appreciative of the support from our investors and look forward structure, personnel, innovation, capabilities and partnerships to maintain and grow our category leadership position. We are incredibly pleased with the opening of 2 new facilities in Ogden, Utah and Singapore. This year marks the first time we will have local production in Asia and we recently doubled production capacity at our facility in Griesegan, Netherlands. We're also excited to open our 2nd manufacturing facility Later this year in Manxuan, China, representing a tremendous opportunity for our future growth. And we expect to gain increased operating Efficiencies reduce the environmental impact and increase profitability as the region begins to reduce production reliance on EMEA. We are incredibly proud of our global team's operational execution and the continued strong growth in both new and existing customers. All of this is quite remarkable to accomplish at any time, and we are doing it on multiple continents during global pandemic. As we discussed during the IPO, we continue to prioritize growth investments over profitability in the next few years to best to serve customers and consumers alike to focus on taste, nutrition, sustainability, transparency and trust With a strong emotional connection to our brand, we believe these priorities are critical for accelerating conversion From the global dairy market, which we estimate to be worth approximately US600 $1,000,000,000 in the retail channel value alone As of 2020, with the large food service footprint and growing e commerce opportunity, Our record all time high second quarter revenues increased 53% to US146 $1,000,000 from the Q2 last year, Reflecting the strength of our diversified business across multiple geographies and sales channels as well as the momentum we have in the global market. This further provides evidence of the continued consumer integration away from traditional dairy and the conversion to plant based alternatives, including Oakme. Our finished goods volumes was 106,000,000 liters for the 2nd quarter as compared to 74,000,000 liters for Same period last year, an increase of 43%. However, global demand for O3 products continue to outpace our 5, capacity constraining our growth in the Q2 and certain COVID-nineteen and start up manufacturing headwinds Impacted our revenue by approximately $12,000,000 to $14,000,000 Importantly, these are behind us And we are expanding global production capacity every month to support our long term growth. Again, I can't tell you how pleased I am with our The scale at which our team is executing and achieving strong results is impressive. And as we continue to scale, we have significant opportunity to satisfy unmet demand and leverage our brand success to expand across geographies, sales channels and product categories. June was the highest production month in company's history We have started off the Q3 strong in July with a consecutive record setting production month. As Peter will elaborate on, this is a trend we expect to continue and gives us confidence in our 2021 outlook For revenue to exceed US690 $1,000,000 an increase of greater than 64% year over year, representing an acceleration in our rate of growth in the second half of twenty twenty one from the first half of twenty twenty one. For those of you new to Oakley, I will take a little more time on this first call to provide an overview of our business model and global growth strategy. We launched the world's 1st oat milk product in 1995 and been the only company focused solely on liquid oat technology for more than 25 years, Working to put forward the best possible version of milk, research had made clear that an estimated 2 thirds of the global population cannot Process counts due to lactose intolerance according to Lancet. Through our commitments to oats, we have developed a proprietary Oat based production technology that leverages patented enzymatic process to turn Oat into nutritional great tasting liquid products. More than 95 patents filed and pending are supplemented with protected by 3 decades of production craftsmanship, Commitment to continued innovation and of course, sustainability in our consumer centric brand. Our mission and core belief in driving societal shift towards plant based food system unifies our company in our quest for purpose driven growth. As humanity faces massive challenges of climate change and lifestyle disease, our mission is even more relevant and powerful. What we do is to inspire people to make small changes in their lives that are beneficial to themselves and the planet. Our in house creative team creates growth to have an emotional bond with consumers who are already becoming more health conscious and more environmentally conscious. Our approach has turned out to be incredibly successful, driving a revenue CAGR of 82% from 2018 Through our Q2 ended June 30, 2021, San Jose's dairy penetration of dairy retail sales globally is only approximately 3%, We're growing rapidly. Based on our consumer insights, we found that 35% to 40% of the adult population is now purchasing dairy milk alternatives in our key markets, indicating that the penetration of and familiarity with the category is high, Creating growth opportunities from increased frequency and usage. Nearly 70% of plant based milk consumers have joined the category in the last 2 years In our key markets, this conversion demonstrates the accelerating trajectory of the category and growth potential for from further penetration. The oat category is rapidly gaining market share and surpassing other crop categories in our key geographies, with oatly helping to accelerate Overall, the non dairy category growth of active markets. We believe a majority of the market is wide open for the taking. And at Oakleigh, we're approaching major tipping point of conversion to plant based alternatives. And this creates a significant runway of long term growth. We have proven global significance with commercial success in more than 20 markets across multiple channels and segments, including retail, food service and e commerce partners. The range of our growth and success is one of our most impressive accomplishments and we expect it to continue to Fuel our growth versus the competition. As of June 30, 2021, our Oatbase products were available across 65 1,000 retail doors and over 60,000 foodservice locations, including coffee and tea shops. Year to date, we've added more than 30,000 total doors across all of our sales channels globally with additional upside in all of our key markets. And our products are sold through a variety of channels from independent coffee shops to continent wide partnerships with established franchises like Starbucks, From food retailers like Target and PESCO to premium natural grocers and corner stores as well as through e commerce channels such as Alibaba's Tmall. Thanks in new markets. We use a food service led expansion strategy that builds awareness and loyalty for our brand through Specialty copy market and drives increased sales organically through retail and e commerce channels. We take this strategic and deliberate approach In all of our markets to build consumer demand organically, we are trusting food service. Then expanding into other channel Has positioned us to be a category leader in not only the oat and plant based category, but also within the broader dairy category. We have tailored this strategy in many successful international market launches, including the United Kingdom, Germany, the United States and China. Our brand has continued to excel in scale as evidenced by the following market statistics. For the last 50 2 weeks ended for the latest July 2021 refresh according to Nielsen and IRI data, Oakley contributed the highest amount of growth to the dairy alternative drinks category across our key markets in the U. K. And Germany. And we're the number 2 in the U. S. And Sweden Only as a direct result of our supply constraint. This is in line with what we expect in near term as we ramp up added capacity in EMEA And our Ogden, Utah facility increases capacity. In the UK, Germany and Sweden, We are the highest selling brand in the oat category by retail sales value, which is the largest category within dairy alternatives in all these markets. In the U. S, we are the 2nd selling brand for the last 52 weeks in the oatmeal category, which is the fastest growing category by far in dairy alternatives. In the U. S, OKS has the highest velocity SKU and highest dollar per TDP or total distribution points Of all brands in the total dairy category, dairy including cow's milk according to Nielsen ex AOC for the last 12 week Period ended June 19, 2021, excluding private label. Based on the same ex ASEAN open data, we're the only dairy alternatives Brands in the top 10 fastest churning skews for both traditional dairy and plant based milk. And we have 2 SKUs of the top 10 SKUs, including our original and full fast 64 hours. This illustrates the strength of our brand at retail and the halo effect from our multi channel distribution strategy. Any recent pressures on our market share velocity measured channel is expected and directly correlates with the capacity constraints And lack of inventory to fulfill demand across sales channels. As we've seen in the past, once supply improves, we can increase velocities and growth as well as best level of orders to propel. Keep in mind, we have accomplished our growth in measured channels while having to Prioritize skip rates for existing customers with only very limited distribution expansion in 2019 in 2021 With strong demand for increased store growth. Oakley is one of the most profitable brands for retailers in plant based milk with a Winning combo of premium price points and velocity according to Nielsen and total U. S. Ex AAC data for the 12 week period ended June 19, 2021. According to Spinz for the last 12 weeks ended July 11, 2021, We were the number one Oak Leaf brand and the number one Velocity plant based in the brand in terms of dollar sales. This continued growth in Blue Chip's position is impressive considering the natural channels where we first started distribution in the U. S. Oak Creek drives the vast majority of the total dairy alternatives category growth and is quickly taking market share, up to approximately 30% market share for the same Time period. This leads ex AOC OPIC market share by over 10 percentage points. Now keep in mind, In the U. S, approximately 50% of our sales are generated in the foodservice channel and 50% in the retail channel. In total, only approximately 35% of our sales in the Americas are represented in the measured Sales channels. For example, at retail, we also have strong presence in the natural channel, which is not fully captured in the Nielsen data, And we are strategically building distribution in the convenience store channel. In EMEA, Our most mature market, 10% of our sales are in the foodservice channel and 90% in the retail channel, of which approximately 80% are recorded in measured sales channels. So while we track the measured sales channels across geographies, It's not fully representative of our regional or total revenue results, specifically in the U. S. In terms of foodservice, we generated strong growth in the U. S. During the quarter. Last year, we shifted volumes away from foodservice To retail as a result of COVID related on premise customers. This year, we've been able to strategically increase sales back into foodservice To drive consumer trial and brand awareness, which helps us create an acceleration in conversion across all sales channels, not just food service. We're very pleased with our successful launch and growth in Starbucks as their exclusive oat milk brand partner. Growth of oat and oat milk has exceeded both of our expectations to date. For example, we're still aligned on an Estimated volume per month and have consistently been shipping double the original projection. This is a result of the Credible consumer demand and accelerating rate of conversion from dairy and other plant based alternatives to note generating exponential growth. This is exciting for us because as our capacity increases in the second half of this year, We will be back to fulfilling 100 percent of the OTC this fall. We are currently providing 2 thirds of OTC volume And this continues to grow. Starbucks is a strong collaborative partner and we look forward to growing with them across existing and new geographies. Together, we're able to reach many more people with opening beverages. And in doing so, we can continue to do great things for the planet. Focusing on Asia, our growth in this region demonstrates the effectiveness of our proven multi channel expansion strategy. We have built a new generation of plant based milk consumers in Asia by converting traditional dairy milk drinkers to Oakley and by Tracking new drinks to the category altogether, we successfully entered the Chinese market in 2018 through the coffee and tea channel, which we have since scaled nationally to over 13,000 doors at the end of the Q2 of 2021. The awareness and trial achieved in the specialty coffee and tea channel was critical to educate the market about plant based dairy and establish our leadership in Asia. As a result of the consumer excitement that we built around the Eloquii brand, We were able to rapidly scale our regional presence through a strategic e commerce partnership with Alibaba's Tmall And an exclusive branded partnership with Starbucks in China. Even a very competitive marketplace With limited supply, we continue to maintain our market leading position on Tmall and we have increased revenue in Asia at 333% From 2018 to the last 12 months ended June 30, 2021, our team in Asia We added many new foodservice and retail wins in the Q2, including brand partnerships where our oat mittings and Other oat based food products are sold together, including oat perf in a key coffee chain customer. As just one example, this is an exciting development that demonstrates the strength of our product portfolio across multiple categories And the increasing consumer appetite for Oakley, proving our brand's ability to travel with consumer Massachusetts to shop. A few additional highlights in Asia during the Q2 include, we extended our partnership with McDonald's in mainland China, And we launched partnership with K Coffee in KFC in Mainland China. The retail sales channel has only been a low contributor to our growth and our team has recently achieved important customer wins with a tremendous upside For future distribution growth in new and existing customers as we scale our local production capabilities later this year and more meaningfully in 2022. Customers are Walmart, RT Mart, On the convenience store side, we launched an expanded distribution nationally in 711 with both retailer and the pay counters. And also we added Metro Cash and Carry and in the Q1 we added Sam's Club. This is a strong breakthrough in retail distribution for Athanasia and we're already seeing growth in velocities demonstrating the continued success of our multi channel This occurs at the highest rate in Asia, and our team is doing an excellent job to ensure our products are available We're issuing consumer shops and consume plant based products. Looking ahead, we expect to drive continued industry leading growth And strong financial performance to further expanding and executing on our existing strategies. We have a tremendous opportunity to accelerate Oakenby's brand awareness consumer trial. For example, in the U. S, our household penetration less than 3% According to Nielsen panel data, this represents a significant runway for growth in not only the U. S. As we add production, but globally as we Stand in both existing and new geographies. In each of our markets, we can fuel our growth through distribution, velocity and market share gains, especially as we improve fill rate, which today on average are at only approximately 70% on a global basis. Just improving our sale rates alone will generate substantial incremental revenue for our business. We are accomplishing this through investing in global production capacity to capture the immense consumer demand we have today and well into the future. And we have a proven, disciplined and thoughtful multi channel strategy that we believe sets us apart from the competition Since we're already building our brand successfully across 3 continents with a tremendous amount of white space to add new markets. The Q2, we added new countries for distribution in Switzerland and Ireland. Today, only Sweden and Finland carry out its full product range. We will look to continue to strategically roll out our existing product Folio across global regions and pioneer new product categories for the innovation. Ernie mentioned the early success we had in China And the U. S. Is another great example with the recent strong contribution from frozen and oatfers to our sales. Food products now accounts 10% of our total U. S. Sales today. And finally, in terms of our core ingredients of Oats, we have contracts And supply in place to grow revenue at the rate we expect for 2021 and beyond. In summary, we believe Ulta is incredibly well positioned for long term global growth. We believe the fundamentals of our business are stronger than ever And consumer demand continues to accelerate and we are increasing production capacity globally to meet that growing demand. Before I turn the call over to Peter, I would like to address the report published last month by a third party and an associated publicity campaign attempting to plant doubt about our company. While we believe the report to be false and misleading, when someone makes an allegation, it is our responsibility to take it seriously, And with that, a special committee of our independent Board of Directors reviewed the report with the help of independent legal counsel and forensic The special committee has completed the review and I'm pleased to say that we continue to fully stand by the accuracy and efficacy of our reporting. I will now turn the call over to Peter. Thanks, Tony. I will start by elaborating on How we are increasing production capacity globally. Production capacity has been a major constraint on our growth, And we have made substantial investment to scale our production capacity and address supply shortages due to the massive demand for our products globally. We believe a significant acceleration is underway for dairy alternatives. Oakley is well positioned to continue to generate strong growth based on these compelling industry tailwinds and our unique brand positioning in more than 20 countries globally. As Tony mentioned, Today, we utilized a total of 5 self manufacturing and hybrid facilities globally. These include 2 self manufacturing and 3 hybrid facilities as well as co packing facilities. We have 4 factories planned or under construction. In 2019, we opened 1 production facility in the United States and one in the Netherlands. In March 2021, we opened our 2nd U. S. Facility in Aude, Utah. This is our 1st self manufacturing facility in the region. As you think about capacity ramp, It takes between 8 to 12 months to reach full production. In the Q1 of this year, we also completed our planned capacity build out in the Netherlands, giving us the ability to produce an estimated 300,000,000 liter, An increase from 150,000,000 liters of finished goods capacity previously. In Singapore, We now have a hybrid facility representing our 1st local production available in Asia. This is an important corporate milestone. The facility is estimated to produce 75,000,000 liters of annual finished goods capacity At full production. To date since 2018, we have been shipping our products from Europe to support the growth in Asia. We are excited about the operating efficiencies we expect to gain from our new sea airport facility, Along with our own self manufacturing facility, Weichung is on track to open later this year in Machan, China. We expect our EMEA manufacturing combined with our 2 facilities in U. S. And 2 in Asia To help us achieve approximately 1,000,000,000 liters of finished goods capacity by the end of the calendar year 2022, This represents a 200% increase in our production output from the end of 2020. In addition, we continue to expand capacity of our existing facilities, and we are currently in a planning stage 400,000,000 liters of finished goods from 2023 to support the demand for our products globally. June July this year represent our highest consecutive production month in the company's history. We expect a similar trend as we progress through the 3rd and the 4th quarter of this year, We support our strong revenue outlook for 2021. As we grow, we believe Owning and controlling our global operating footprint is paramount to addressing the significant consumer demand for Oatly product. We expect our planned CapEx investments in self manufacturing will expand our margin profile. Sales manufacturing enable us to apply our own standards of quality and sustainability and flexibility for innovation And to protect our IP, while achieving significantly more attractive production economics, as demonstrated by our fully owned manufacturing capabilities in Sweden. Using an end to end self manufacturing model, We produce the oat base, mix and fill the product as a single Oakley owned operated facility. We supplement our own manufacturing facility with a diversified network of deeply vetted third party co To help us meet consumer demand, commence pilot projects and support new product launches. When we utilize a co packing model, we transport our oats base through tanker trucks To our strategically chosen 3rd party filler for mixing and filling, When we utilize a hybrid model of manufacturing, we transport our oath base through pipeline to a physical adjacent plant Operated by a 3rd party partners for filling and mixing. Our long term goal is to have 50% 60% of our total volume to come from self manufacturing, reducing co packing to 10% to 20% With 30 to 40 from hybrid manufacturing. For the 1st 6 months of 2021, Self manufacturing was 20% of our total volumes compared to co packing at 53% And hybrid at 27%. We expect to drive profit growth through increasing our self and hybrid manufacturing model, As well as localizing our production footprint, which will improve our economics of scale and our service level. Given our strong outlook for revenue growth, we expect to achieve greater operating leverage from our capital investment to help fuel our significant margin improvement across our global operation. Going forward, we intend to continue to invest in our innovation capabilities, build our manufacturing footprint and expand our consumer base, all supporting our growth trajectory. I'll now turn the call Over to Christian to review our financials. Thanks, Peter, and good morning, everyone. It's great to be joining you today on our first earnings call as a public company. Turning to the financials. Revenue for the Q2 of 2021 was $146,200,000 an increase of $50,800,000 or 53.3% compared to revenue of $95,300,000 in the Q2 of 2020. In the Q2 of 2021, we experienced broad based growth across retail and foodservice channels. The revenue increase was primarily driven by additional supply coming from the company's existing And to a smaller extent, our new facilities to meet the growing global demand for our products, partially offset by approximately $12,000,000 to $40,000,000 of COVID-nineteen and startup related manufacturing headwinds to sales that we experienced in the quarter at our Blisteningen, Netherlands and Ogden, Utah facilities. The estimated foreign exchange benefit to revenue was Approximately $10,200,000 in the quarter. The foodservice channel continued to increase in the Q2 of 2021 compared to the prior year period with the continued reopening of on premise outlets from The significant increase in sales more than offsetting the decline in the foodservice sales channel, primarily noticeable in the Americas, all as a result of COVID-nineteen restriction. For the Q2 of 2021, the foodservice channel accounted for 33.2% of revenue compared to 21.6% in the same period last year. The retail channel accounted for 61.5% of 2nd quarter 20 21 revenue compared to 74.5 percent in the Q2 of 2020. Net sales per liter We're at $1.54 compared to $1.42 in the Q2 of 2020, primarily driven by regional channel and customer mix in the Americas, while in EMEA and Asia, the net sales per liter increase Primarily, it's foreign exchange driven. With our highest regional net sales per leader in Asia, followed by the Americas and then EMEA. Our sales globally are achieved with much lower promotional rate than competition. For example, in the U. S. Approximately 10% of sales are driven on promotion and this rate is similar across our key geographies. Gross profit in the 2nd quarter was $38,600,000 compared to $30,800,000 in the prior year period. Gross margin decreased 5.90 basis points to 26.4% compared to 32 0.3% in the prior year period. The gross margin decline in the Q2 of 2021 Compared to the prior year period, it was primarily due to higher logistics expenses in EMEA and the Americas As well as higher container rates for our shipments from EMEA to Asia, a change in segment channel and customer mix, A higher share of co packing production and minor negative effect from foreign exchange. We have noticed an increase in freight costs driven by the effects of the pandemic and the shortage in capacity, Primarily in the Americas and EMEA, we have also experienced price increases Capacity within the regions will help to offset some of these freight cost headwinds. To date, We have experienced limited material cost inflation compared to the prior year period as we benefited from volume growth, Except for rapeseed oil, which accounts for approximately 3 to 4 percentage points of our total cost of goods sold. We expect rafield oil prices to continue to increase during the second half of twenty twenty one, offset by other anticipated cost efficiencies. Keep in mind, we continue to expect Variability in our gross margin quarter to quarter based primarily on the mix of revenue by geography and sales channel as well as the mix of our manufacturing output. On an annualized basis, we expect To continue to see improvement in our gross margin year over year starting in 2022 with a long term goal of 40%. Research and development expenses in the Q2 of 2021 increased $2,600,000 to $4,000,000 Compared to $1,300,000 in the prior year period, this increase was primarily due to an increase of $1,800,000 in employee related expenses due to the higher headcount, which include $300,000 in costs the 2021 long term incentive plan and $400,000 in consultant and other professional fees. Selling, general and administrative expenses in the Q2 of 2021 increased $49,800,000 to $83,100,000 compared to $33,300,000 in the prior year period. Other operating income and expense were CHF 400,000 gain compared to a CHF 500,000 loss in the prior year period. The increase in SG and A expenses was primarily due to an increase of $22,300,000 in employee related expenses, of which $4,000,000 were non cash costs for the company's long term incentive plan, all as a result of increased headcount as we continue to invest in our growth and also added headcount for being a public company. We also incurred $12,500,000 in increased costs relating to external consultants, Contractors and other professional fees due to the growth of the business and costs associated with being a public company, of which $7,100,000 were non recurring costs related to the company's initial public offering, $5,300,000 of increased branding and marketing expenses as compared to lower branding and marketing activities in the prior year Q2 of 2020 due to the COVID-nineteen pandemic. In total, SG and A included nonrecurring costs Customer distribution costs increased with $4,700,000 mainly as a result of higher revenue. Other operating income for Q2 of 2021 included a net foreign exchange gain of $300,000 Compared to other operating expense in the Q2 of 2020, that included a net foreign exchange loss of $500,000 Now focusing on the balance sheet and cash flow. As of June 30, 2021, We had cash and cash equivalents of $524,200,000 $322,700,000 in short term investments And total outstanding debt to credit institutions of $7,000,000 Net cash used in operating activities was 70 The $2,500,000 for the 6 months ended June 30, 2021 compared to $20,100,000 during the prior year period. Capital expenditures were $134,400,000 for the 6 months ended June 30, 2021, compared to $52,000,000 in the prior year period. Cash flow from financing activities were $960,900,000 reflecting the proceeds from the IPO, net of repayment of liabilities to credit institutions And repayment of the shareholder loan. The company invested a portion of the IPO proceeds in secure short term investment. Finally, turning to the guidance. For fiscal year 2021, we expect revenue to exceed CAD 690,000,000 An increase of greater than 64% compared to fiscal year 2020 with accelerating growth across regions And balanced contribution from each of them. This revenue outlook assumes very nominal contribution from our Manxuan, China facility That is on track to open later this year. Any upside to our outlook will be a result of our ability We expect the capital expenditures to be on the low end of the $350,000,000 to $400,000,000 range we provided at the time of the IPO. We expect production capacity to be approximately 600,000,000 liters of finished goods by the end of fiscal 2021, A sufficient amount of capacity to reach our annual revenue outlook. Long term, we expect to generate gross margin greater than 40% And an adjusted EBITDA margin approaching 20% as we benefit from a much larger sales manufacturing footprint globally, Greater economies of scale and continued strong revenue growth. With that, I'd like to turn the call back over to Tony. Thanks, Christian. The last 6 months have been remarkable for Oakleigh. I'd like to thank our entire global team's efforts in helping us achieve our results. Every day, they work to help create an oat milk phenomenon across Europe, the United States and China With the brand that is the primary growth driver of dairy alternatives, it's effort and dedication of our employees that continues to advance the reach and impact of Oakley's mission on a global scale. In summary, we're very pleased with our accomplishment year to date I'm excited about the balance of the year as we focus on executing our global growth objectives. With that overview, Peter, Christian and I are now available for your question. Operator? Thank you. At this time, we will conduct a question and answer session. We ask that you limit your questions to one question and then a follow-up, so others may have opportunity to ask questions. Our first question comes from Andrew Lazar with Barclays. Please proceed. Great. Thanks for the question. I'll start with during the IPO process, Oatly discussed its on shelf productivity metrics versus Other oat milk brands and key retail customers metrics such as shelf velocity and price premium and promotional depth and frequency, and they were all, as you mentioned This morning far better than peers. I guess, how has this shelf productivity held up as more oat milk brands continue to gain distribution on the shelf, Some of which have greater capacity than do you at least at this stage. And is your anticipation that we'd continue to see This type of on shelf advantage play out moving forward. Hi, Andrew. This is Tony. Thank you so much for your question. Good morning. Good to hear your voice again. Yes, I mean, as expected, We knew that we're going to be pressured in the measured retail channel due to capacity, and we believe these market share losses Or temporary, right? We are building the capacity as we go. And if you look at the SPINX data, for instance, we are the solid number one. As you look at the partners, we started the partnership long ago with like Whole Foods Markets, Target and Wegmans. We are the clear market leader in the non dairy category, where we have a little bit of higher fill rate, not fully, right? Average still 70% globally. It's even lower in the U. S. Has been lower in the U. S. At 50%, 50%, but continuously increasing. Now having Alden on board here, producing commercial products brings a lot of confidence in the progress going forward. So we expect to increase the fill rate over the course of the last two quarters of the year and increase as time goes. Great. And then that's a good segue into market share. Obviously, there's been plenty of discussion about share losses in the U. S, which would seem to be Primarily, if not completely about capacity constraints, maybe you can get into a little bit more detail around market share trends more recently With those key customers with whom you've sort of prioritized supply and how that's impacted your expectations for the business, once the company can supply Key customers more fully? Thank you. Yes. So if you look at Some of the long term partnerships that I mentioned earlier, we have a 50%, 70% market share in oats, which is significantly higher, right, for the rest of the measured retail channel. So that's what we expect. We see the performance data. And what we said earlier In the call that we are the best performing brand in dollars per TDP in the total dairy, Total carry, including milk. So I mean, it's unprecedented. That brings us a lot of confidence going forward as we can bring more capacity on board. Same thing in Europe as well, best selling SKUs in the key markets, best velocity. So a great And great progress in terms of production. Thank you. Our next question comes from Dara Mohsenian with Morgan Stanley, please proceed. Hey, guys. Good morning or good afternoon. Hey, Dara. Can you give us just a bit more detail around the plans to expand Ogden? When exactly do you commence production there? Should we think about that as upside to your prior revenue goals? Was that embedded and you just announced the project? How should And then I guess second to take it out broader, given you have a lot of new facilities coming online, for example, Singapore and Bishan, Maybe you can just talk about holistically your ability to expand capacity quickly beyond what you've announced, meaning adding incremental capacity on top of the original plant coming online and how quickly that can be done in some of these newer facilities that are up and running similar to what we're seeing in Ogden? Thanks. Thanks, Dara. Great question. And when you speak about Ogden, you are referring to the new expansion that we announced recently? Yes. I meant the new expansion on the plans for the new expansion. Yes. Yes. I will let Keefer speak about it. But yes, that's incremental volumes And basically, we're doing what we said we were going to do During the IPO, right, when we said that we want to we have expandable plans. And because of that, We can probably expand faster. And but Peter, maybe you can speak more about it. Yes. Thanks for the question. And we can start with the state of Ogden. The starting point was 1 150,000,000 liter on annual basis. And 150,000,000 liter doesn't mean 100% efficient line. But 150,000,000 liter gives us a monthly output of 12,000,000 to 15,000,000 liter. In July, we produced 5,000,000 liters filled internally over at co packers. So the 5,000,000 liter we produced in July gives us Approximately 30% to 40% of total expected output at total capacity on a monthly basis. That's where we stand today. So we expect to increase the output quarter by quarter, so we can get closer to the $12,050,000,000 by the end of the year. And now we announced a new investment and that gives us additional capacity, 75,000,000 liter on an annual basis Of oat based capacity. So already next year, we expect to get 50,000,000 liter more from that facility. And in 2023, dollars 75,000,000 or more. So that investment is on top what we already communicated. And that's the plan. All the new sites we are building today, we do them expandable from day 1. So we can move fast, we'd add new capacity. Okay, great. So just to follow-up, I guess it sounds like that timeframe for Ogden is something that could be similar for other new facilities in terms of If you decided to expand them beyond what you've announced. And then second, should we infer from this with the incremental capacity that there's Incremental revenue to what you guys have communicated previously? Or is it more of this was sort of in the plans, but you just weren't ready to announce this discrete project? Thanks. No, the incremental $50,000,000 in 2022 and then $75,000,000 beyond 2022, That is expected to be on top what we already communicated. And to the question, we are continuously Looking for new opportunities to expand our footprint, so we can grow beyond the plan, Because there are massive opportunities out there. So that's our job right now is how can we expand Faster, quicker, more efficient. Great. That's helpful. And if I could just slip one more in on foodservice. In the U. S, any sense guys for how much of the incremental revenue that's coming from the Starbucks relationship or foodservice growth in general, how much of that is for new customers versus existing customers? I know the numbers are a little more difficult to track in foodservice, but just any sense there would be helpful. Thanks. So I don't know, Christian, if you have more detailed numbers around that. But a main portion of that comes from new customers, Especially entering the partnership with Starbucks. But we know that we're going to continue I mean, if you look at the coffee shop Channeling in general, we know that from our existing pipeline that demand is multiple to what we can deliver, right? That will be captured simply by delivering volumes. And we have devoted years to building those solid relationships. But on top of that, We actually added, Dara, additional campgrounds and some service doors through wholesalers through the first half of the year. So a lot of this comes from new customers. Yes. I mean, I think maybe to add to only on Starbucks feeds that accounted for a large share of our sales in the Q2. So Starbucks is definitely performing Much better than our expectations and accounted for approximately 27 of our sales in the Q2. So I just wanted to add a piece as well. It's great performance. Thanks. Our next question comes from Ken Goldman with JP Just to follow-up on the Starbucks. There was a bit of noise last week When another producer mentioned it would also supply Starbucks in the U. S. With some oat milk. Is it fair to assume that you're still the exclusive branded provider there The other producers just filling in some spots that maybe you can't reach right now with your supplier? Maybe you could just clarify that a little bit for us, if possible. Absolutely. Yes, we confirm that we are the exclusive old new brand at Starbucks. And We have consistently been shipping double the original projection as a result of the magnitude of the success of the launch here and the consumer demand and this accelerating rate of conversion from dairy to oat milk. We think this is really exciting for us because as our capacity increases in the second half of this year, we'll be back to fulfilling 100% of their The opening is this fall, and we are currently providing about 2 thirds of their opening volume, and this continues to grow. Now, Starbucks is leveraging private label to deliver on our opening of demand that far exceeded again, Again, far exceeded everyone's expectations and we are behind this 100% and it's in line with the purpose of the Starbucks partnership that we have To drive the conversion from dairy to plant based at a mainstream scale. So to your point there, yes, on both of those questions there, Ken. It's temporary. Great. And we're the exclusive Oakwood brands. Great. That's good to hear. And then quick follow-up. Anything we should think about in terms of modeling the back half of the year, whether it's the cadence of sales or any particular Expenses that we should think about, just in I know you don't want to give too much guidance, but just in the name of no surprises necessarily in the Q3. No, sure. And I think, Peter, maybe that is something you can elaborate around or Yes, I can elaborate on the top line. I can elaborate on the top line. And then, Christian, you can add, if you want. So again, the demand is strong and it continues to accelerate in every region. So if you look at the Page 21 in our presentation. We are on a strong trajectory for production output with June July being our largest production month. In quarter 2, we sold on average 32,000,000 liter per month. In quarter 3, we expect to sell on average 40,000,000 liter per month. In quarter 4, we expect to sell on average 50,000,000 liter per month. On Page 21 of the presentation, you can see in July, we produced approximately 46,000,000 liter. Ogden, Vlissingen and Singapore are still in a ramp up phase, and it takes 2 to 3 quarters For a new facility to fully ramp. Also remember there is a time lag from when we produce the product to when it's sold of about 2 to 3 weeks, except for Asia, where we have longer lead time due to shipment from Europe to Asia. So we think we have a very straightforward trajectory for our production output going forward and we have built in conservatism. And our outlook for 2021 includes minimal contribution from our second facility in Asia, which is on track to open in the second half capacity at a faster rate than we expected. So that's the top line guidance. And Christian, do you want to add something about EBITDA? Sure. Yes, yes, sure. And perhaps on the gross margin variability as well in terms of We expect that to perform in the second half. So in line with what we communicated pre IPO, Q2 would be better than Q2 And Q4 is slightly better than Q3. And on an overall basis, in terms of 2021, the gross margin will not Significantly improved, like we sort of indicated in 2021 is a transition year. And we should expect to see an annual improvement in 2022 versus 2021 as previously communicated. In terms of EBITDA, we expect that to be an EBITDA adjusted EBITDA loss Of SEK108,000,000 for the year. This is again a transition year. We are investing in our organization, In terms of people, in terms of IT operations, as we're scaling up the company for future growth. Very helpful. Thank you. Our next question comes from Kwanil Gojhiwala with Credit Suisse. Please proceed. Thank you. Hey, everybody. Congratulations on your first earnings call. A Couple of things I'd like to try to square. The increase in production or the incremental increase in production and production plans and such, And obviously, we're all hearing about quite substantial inflation across a whole number of things. A bit curious on how the CapEx guidance Is now expected to be towards the lower end given those 2 items? Or is it just As simple as timing where you might be at the lower end for this year and we would expect that to just kind of roll into next year. And on the CapEx piece, I can take that quickly, Tony, before you add? No, I don't Christian, you go. Yes. On the CapEx piece, this is more timing as you were alluding to. So that's the short answer. Okay, perfect. And one of the comments in your prepared remarks, just want to make sure I understand it properly is, Unlike I think most other folks in this industry and other industry, we're seeing a lot of raw material inflation. You mentioned that with the exception of one item, you're not seeing as much, but I think you'd linked to that to volume. So did you mean that you're not seeing as much Gross margin pressure because of perhaps volume leverage and that the raw material prices are indeed higher for your business? Or Is there something about the way that you've procured or something about what you're seeing in the market that you're just not feeling that same degree of inflation? Yes. I mean, I think, first of all, we are continuing to prioritize growth over profitability near term. So this is sort of a Formational year for us with the build out of the 2 self manufacturing facilities and our 1 hybrid facility in Blasingen. And this is sort of the highest capacity build out that we had in a single year ever. But in terms of coming back to your question on inflation And our expectations for the second half, we expect to see some minor increases to our costs In terms of material costs, in the 1% to 2% range and about 0.5 percentage point related to freight, but that's built into our projections For the second half of the year, so we have noticed an increase in freight costs driven by the effects of the pandemic as we sort of noted in our remarks, Driven by shortage in capacity, primarily in the Americas and EMEA. We also talked about the shipments from EMEA to Asia as well In terms of containers and the difficult bits seen there. And in related to material cost inflation, Yes. We noted rate seed oil that is the one that we are seeing as sort of an insignificant price increase double digit and we expect that in the half of the year as well. But again, it accounts for 3% to 4% of our cost of goods sold. And we have other Anticipated cost efficiencies that we're working on to offset some of that headwind. But it shouldn't be significant And it's part of our model as well for the second half. In terms of boats, that's an area, I mean, I think we have the supply secure For 2021 2022, we will see how the harvest is doing in Canada. I think we all know it's been quite a drought situation there. Again, oats represents 8% to 9% of our COGS, just to keep that in mind. So it's not a super big component, but we have secured a supply for the next few years. Okay, great. That's useful. Thank you. Our next question comes from Michael Lavery with Piper Sandler. Please proceed. Good morning. Thank you. Just looking at your in Asia, the distribution gains you've called out, It seems pretty significant and you've got some big players and national exposure for China. I guess how do we think about the how quickly this ramps and the trajectory? Does this kind of depend on Ma'Shan coming online later in the year? Or are you ready to serve that? Is it as significant as it seems and could it pick up pretty quickly or is this really more going to impact 2022? Yes. No. Hi, there. Good to speak to you again. Listen, Yes. I mean, China is China. The nature of that market is so different from Europe and U. S. That it's It's going so much faster there. You have bigger players jumping on board way sooner. You're going to see some effects the most of the effects are going to be seen next year. But we are really, really pleased with the partnership that we have. We're going to maybe going to see some effects during the course of this year, But the main portion is going to come next year. Yes, we're going to supply we're going to continue to supply a portion of the supply Europe and EMEA, as we've been ramping up Singapore and bringing Ma Shan live here. And as Tipper and Christian said, Not Sean. We haven't really counted on any bigger volumes coming from that facility this year. But you're It's a great significance to the doors that we have added here. I mean, we have probably If you look at the QSRs in China, we kind of locked them down, I think. And also, if you look at the retail Entering the retail here now, without and I want to add, like, with great velocity performance without any promotion. So you can see that the Strategy, the multi channel strategy works in driving that organic demand also in China. I didn't mention Yonghui, but Yonghui is one of the biggest retailers and where we have 80% distribution in their stores. Walmart is also one of the 10 biggest retailers in China, all with good performance. So Yes. It's really hard to predict the magnitude in China at all because it's so big, it's moving so fast. But Like we said, like we are what we have to do is to try to look at additional capacity during the course of 2022, 2023 here. That's really helpful. And just a quick follow-up on the top line. You called out the $12,000,000 to $14,000,000 that sales opportunity you missed from Some COVID restrictions and the delay ramping up. Just eyeballing Slide 21 and Looking at the capacity dip in May, would it be right to think that that split is maybe about half and half of those? And I guess what risk do you see of either one of those ahead? Is there more COVID restrictions that might impact production Looking ahead as far as you can tell now or do you feel like you're in the clear there? How should we think about just what might be on the horizon? I mean, it's a great question. And Peter, maybe you can speak more about the split. I just want to add that, yes, COVID-nineteen is very much here to stay, right? I think we have managed it, I mean, excellently during the year and a half. There has been going on. But it is unpredictable, right? The event in Lissingen was 1 all the best in terms of production has been in COVID-nineteen, but I think listing in was a big hit for us during the Q2 here. But Peter, do you want to speak more about the split here? I just want to say that COVID is here. I think we have managed excellently through the course of the last 1 year, year and a half. We're going to continue to have these strict protocols around our production facilities. We have strong local regional teams. We could not have grown without the Regional teams that we have because we cannot travel. And I'm extremely pleased to see the performance that we have and how we are managing this throughout this Tough times here. And again, it's here to stay, right? But it's hard to say how much of the pandemic. And to your point, Michael, you're correct. It's a The drop in May was because of the COVID situation in Lissingen and then also Some headwinds when ramping up some production facilities, and it's a fifty-fifty split. So that's the reason why it dropped in May. That's answer to that question. Okay, great. Thanks so much. Our next question comes from Laurent Grandet with Guggenheim. Please proceed. Hey, good morning or rather good afternoon everyone. I'd like to better understand how you are making trade offs or and I've got so many 3 sub questions here. The first one is, So you managed to get 75,000,000 liters additional capacity. That's great. So why the U. S. And not China? I'd like to understand basically why you pick 1 and not the other. A second one would be more in the U. S. When you have some constraint in terms of capacity, why Starbucks versus some retail where some could say that Two new countries, Ireland and Switzerland, I understand those are not major countries, but why enter into new countries where you can't fulfill yet The demand of consumer in existing countries. So I'd like to understand more the thinking process On those 3 different sub questions. Thanks. No, absolutely. Well, still U. S. Is the bigger market Versus China, right? And we enter China later than we did in the U. S. And we see a tremendous demand For our products in the U. S, we see fantastic performance in terms of velocity. We have a strong established partnership. So I would say that the platform is rock solid For us to grow from, so it's not that we are deprioritizing China. Like it's I mean, U. S. And China are the most substantial markets in the world. But we are adding a Manxuan China now. And we are going to try to ramp up as quickly as possible and to optimize the outlook as much as we can. But we know too little to say that we're going to expand Faster in China than we are planning. We want to see a little bit more before we do that. And remember one thing, we're going to have the 3rd plans, that was the 2nd plan, 3rd plan in Asia, 2nd plan Mainland China, up and running in 2023, right? So when it comes to Starbucks, I think that, Hey, we didn't expect this success, right? I don't think anybody expected this magnitude of success at Starbucks, right? But it's really important for us. This multi channel strategy that we have sets us apart from competition. So again, 35% of our business in the U. S. Comes from measured channel. So 65% is something else. And that is really, really important for us We're reaching a lot of people and we want to drive conversion, right? Again, when we spoke when we talked during the IPO, it was driving conversion and we see the evidence here in So that is what we want to achieve with the partnership like Starbucks, for instance. When it comes to new countries, so remember, Ireland is part of U. K. Switzerland is part of DACH, which is Germany, Austria and Switzerland. So the window for adding retail doors is small, And these launches were planned well ahead. So as we have added new distribution or entered into new partnership, The growth in demand accelerates beyond our expectation, and that's what happened here. And we have a very deliberate and Strategic and disciplined approach of adding distribution across sales channels. And the challenge has always been to strike the right balance between opportunity and the volumes, right? But again, It's when it goes better than you expect. Like if you're on the aggressive side of normal, when you're Beyond the aggressive side of normal in terms of demand, it's something else and it's really hard to predict, right? But those were planned well ahead. Thanks. And if I may squeeze something on the U. S. Extra capacity, would that be primarily for milk barista or Extension into more ice cream and yogurt. Peter, do you want to Yes. The investment is oat based capacity. So we have the flexibility to choose. But of course, Most of it will go to oat milk, but we can use that oat base for ice cream and girths as well. So that's the flexibility we will have with that additional 75,000,000 liter of oil based capacity. Thank you. I pass it on. Thank you very much. Thanks, Laurent. Thank you. Our next question comes from Brian Spillane with Bank of America. Please proceed. Hi. Thank you, operator. Hello, everyone. Just two quick follow-up questions. One, just on one of Laurent's questions about, I guess foodservice versus retail and measured channels in the U. S, would we expect to see or how should we expect to see, I guess in stock levels and more production begin to show up more in measured channels. I think one of the questions we get quite a bit From investors, it's just a concern that consumers are being driven to oat milk at retail. And if they're finding some other brand, Right. They may choose that brand and it's hard to convert them over. So just trying to understand with capacity additional capacity coming on, Would we expect to see market share that show up in some of the measured channel data as we move through the balance of the year? Hey, Brian. Good to speak with you again. Yes, you're right. We are going to See improvements as we bring more capacity in terms of market share in retail, food service wherever you're going to we are aiming to build that. So we had Clear line of sight of some expansion in the U. S, but we really want to bridge the gap here because the demand is so high. And it's really hard to say exactly when, right? Because if you look at the fill rate, we are expanding, we're building more capacity. But If demand continues to accelerate the way it does, it's going to be hard to exactly say, I'm going to Close that gap completely. But definitely, we aim to bridge the close the gap a little bit, at least closer during the course of this year. Okay. Thanks. And can I just add to that quickly? I mean, fill in to Tony, this is Christian here. So we are beginning to see improvement in our field rates as our production capacity is ramping up. But there is a about 3 to 4 Weak lag on average from increased production to consumption at retail. So I just wanted to add that. Okay. That's helpful. And then just one follow-up, I think it was Michael Labrie's question about around COVID. And just can you just I guess the question I had was just in terms of how it impacted Capacity or production in May, is it related Like infection rate in the plants and absenteeism? Or is it related to some delays in expanding capacity? Just trying to understand What exactly happened? And then are you taking any other additional actions, whether it's vaccinations or testing or other Sort of actions to try to kind of limit the impact that you could have on your manufacturing? I mean, yes, I think we're extremely disciplined there. Not even I am allowed into the factories, Not even in Sweden, just go there. So we have protocols set up everywhere because we know How difficult has this been? So to be honest with you, we're extremely happy to be where we are, right? To actually to have brought all the steel up Into the factories, starting to ramp up, producing commercial product. With people sitting in hotel rooms per week, if you look at Singapore, who are really Great, Clive. You see immediate action for governments and stuff like that. So we understand the importance of these protocols and have them there and execute them at 100%. Now in terms of FX impact, maybe Peter is that or Christian, is that something you want to say? I mean, in May specifically, and then I mean, I think Kili can chime in. We did have a planned maintenance stop in the corona as we have for our plants every now and then, right? So that occurred in May. So that's part of the explanation that See, it was the plan was shut down. And then we also have the listing and COVID impact That occurred in April that had sort of a lag into May as well. So those are the 2 factor points for the dip in May. But Peter, you want to add something? No, that's correct. That's correct. Okay. Thank you. And Brian, just going back to your question, Which Christian pointed out, now fill rate has increased continuously since March, right? So definitely going to see the field rate improving during the course of this year. That's great. Thanks, Tony. Yes, thanks. Our next question comes from Bill Chappell with Truist. Please proceed. Thanks. Good morning. Good afternoon. Just make sure I understand the numbers. A lot of the questions have been on Market share losses, competitive nature in the U. S. In tracked channels, that's 7% to 8% of your total sales, is that am I doing the math correct? Sorry, again, what Did you say 7? I think you said 35% of the Americas is tracked channels, and I think Americas is about 27% of total sales. I think I'm doing the math right. We're talking about 7%, 8% of total sales, correct? Christian, if that do you have that, Michael? Can you repeat the question again, because I didn't quite follow. You said America accounts I mean, when we're talking about U. S. Tracked channels, where you have been losing share, that's about 7% to 8% of your total sales. Is that correct? I can come back to it. I just was clear. Maybe we take some specific questions. Yes, yes, yes. The reason I ask that is that we actually haven't talked that much about Europe. And could you talk a little bit more about any competitive entrants, Competitive activity and actually how that market is progressing because kind of going into the IPO, oat milk had really overtaken Almond and soy and was kind of expanding even further in the plant based side. So I'm kind of interested if you're seeing an onslaught of competition kind of like U. S. In the U. S. Or if that's kind of steady as you go? No, okay. Got it. No, that's a really good question. Now remember one thing, European is the most volume constrained region that we have because it is supplying. It has supplied Asia for a very long period of time and Asia has really, really boomed. So Europe has been the region where we have like put most constraints on. Now that said, like still, we are the best selling SKU with the highest velocity across our key markets. What we see in terms of competition is the normal kind of stuff sort of. When you are promoting heavily, we don't see Maybe you see on because we are such we have been such a significant growth driver in the categories Across our key markets. So when we don't supply enough, you're going to see that old category is also dropping fly, say, in terms of growth rate, right? That will change when we bring back supply, when we have listening in now up and running. Like remember, like listening in is kind of significant. It's the biggest plan. We'll be double the capacity from 160 to 300,000,000 liters, Ramping up, of course, right? So you don't see the 300,000,000 leaders coming up right now. But you're going to see everything change when we start to supply again. So there was a question earlier about Are we like concerned about leaving the space for competition? Well, that's the nature of the business. Our brand is so strong and we We are regaining every single time when we are off shelf and get back again because we are playing a different game than competitors are, right? So it was really good question around Europe. It's still our biggest region. But to be honest with you, we are happy where we are there because it could have been so much worse Given our supply, I think you have the production up and running now. Got it. Thanks. And then a follow-up on the COVID question. Was that across all three regions or was that primarily in Europe? Where was the biggest impact of kind of the what you could have gotten, but impacted by COVID? Peter, is that something you know? The COVID issue was related to our leasing inside only. So we had to close that down and then start it up a couple of days later. So that's the first one side. But in general terms, during the last 12 months to 24 months, the challenge the biggest challenge with COVID for has been setting up the new facilities. But now that most of that work has been done. So and we are in a ramp In most of them. So the biggest challenge for us with COVID so far has been keeping the new Product are new projects at the right speed? And Bill, coming back to your original question, we're a bit So but finally, I think we understand it. Yes, so in terms of our total U. S. Sales, yes, less than 20% of that is something that would be measured. So that would be the 35% of the 50% that we have in retail. Okay. Thanks so much. Our next question comes from Rob Dickerson with Jefferies. Please proceed. Great. Thank you so much. So I just have a question about Hi Rob. Hey, how are you? Just a question about Incremental new business win opportunity in the U. S, kind of visavis what we've seen in Asia, right? You said Asia is a much different beast And things can ramp a lot more quickly. Right now, you're trying to just meet demand off the capacity in the U. S, but then I'm curious like as you go into these retailers and also food service providers, How are those conversations now with respect to new business win opportunity given that capacity constraint? You say, look, Here's the evidence how we've done so well in these other regions and at these retailers and at Starbucks. And if you just bear with us, Right. We're going to have incremental capacity and we can partner with you. So I'm just curious kind of how that plays out in those talks now, If we think of the next year, also compared to what your competition might be doing? Yes. I think, obviously, I mean, Q2, as we knew, entering Q2 would be the difficult most difficult period of time in the history of the company in terms of Capacity versus demand, right? So all these cells, of course, and but if you look at, for instance, delisting, right, You haven't seen any material impact from delisting, and it's a testament of how strong our contribution to the category and our Sales performance when we're on shelves and how important our brand is for the growth of the retail business. All these comments we could have not done that without these strong partnerships. So I think what our Our regional managers are doing like it's really, really make sure that those relationship remains strong. Now entering the second half of this year, we're going to it's going to become better and better and better, right? So it's going to be more those conversations, it's going to be Easier. I would say it's never easy, right? But more on the positive tone every single time we're going to meet with them. So we feel really confident about where we are bringing these plants up and running. Okay, fair enough. And then just a quick clarification question. Just regarding your comment earlier around potential EBITDA for the year, I'm not sure if I heard you correctly, but it seems like it could imply some ramp expenses in the SG and A area In the back half relative to the first half. So one, I guess, is that right? And if so, what would be driving that, let's say, outside of freight? That's it. Thank you. Christian? Yes. I mean, I think in terms of SG and A and adjusted EBITDA, I mean, I think that is progressing in line what we have communicated as part of The roadshows, and we this is sort of a transitional year. We are investing in our organization and IT operations expect adjusted EBITDA to be around $108,000,000 for the year. Got it. Okay, great. Thank you. Our next question comes from Nik Modi with RBC Capital. Please proceed. Thank you. Good morning, everyone. I'll keep it quick. You've talked a lot about Hey, how are you, Tony? Good. I just wanted to get some context on the capacity and talking about the year end guidance And how the capacity or your production and fill rates happen better than you expected that there could be some upside. And I'm just curious on what Swing factors there are, just so we can monitor and pay attention a little bit more closely? It's a good question. Peter, maybe you want to repeat some things we shared there and bring some more color on this. It's all about if we can our ability to add production capacity at faster Great. Like ramping AUGUST faster, ramping Singapore And listening in faster and then get, Mashan live faster. So That's the potential upside and it's hard to value a swing of that because there are also a lag between production And when it can be sold, so but we feel very comfortable with our guidance. Yes. And I'm asking more about What are some of the actual drivers that would get you to that point? Meaning, is this really about hiring, finding the right workers, Potential COVID risk, I mean, I'm just trying to understand what's kind of embedded in your existing expectation. Yes. It's about like stick to the ramp up plan for our facilities, Like getting more and more volumes every month. So as I said, we produced 5,000,000 liter in July in Ogden And we expect that to increase. And in quarter 4, we expect that to be closer to 10,000,000, 9,000,000 to 10,000,000 liters. So That will give us extra volume. We also expect Lissingen to get more volumes and we expect Singapore to get 1,000,000 to 2,000,000 liter per month Going forward. So just by adding these volumes, we feel comfortable about our guidance. I guess it's more or less sticking, like make sure that we execute and stick with the plan. And if we can do that faster, great. And maybe that's potential swing. The opposite Direction would be a COVID hit somehow that would hit us. I don't know, people maybe can't travel or A certain region is locked down completely. People can't go outside their homes. There are more They're more strict in Asia than anywhere else in the world in terms of locking down things, right? So I mean, COVID is there. We manage it. But as Peter said, we feel good about the numbers that we have provided to you guys. So it's mainly about execution, make sure that we follow the protocols and all that. Excellent. I'll pass it on. Thank you. Thank you. Our next question comes from John Anderson with William Blair. Please proceed. Good morning, good afternoon, everybody. Hey, John. I had a question about kind of priorities as well. When you think about getting to 600,000,000 liters of capacity by the end of the year, Presumably, that's going to allow you to improve your fill rates, improve the supply demand imbalances. Is your goal Or would your priority be to get existing customers up to, say, 98% service levels? Or will you continue to add new customers and accept kind of a lower fill rate in aggregate? I'm just trying to understand how you're balancing that focus again on driving higher fill rates or very high fill rates with existing customers Versus expanding, say, at retail in the U. S. Where your ACV is much lower than A certain competitor in the oatmeal category? Thanks. Yes. Just bridging that fill rate with existing customers will Add incremental sales to our business, right? And we need to honor the relationships that we have. Now we have a very manner in how we expand. So we have a couple of clear line of sight in terms of expansion, but it's not going to be anything crazy. I think the most difficult part when you speak about fill rate, it's your ability to supply Versus demand, right? And if demand continues to accelerate, even if we bring everything we have there and We lost it with retail. We wouldn't know if we'd hit the fill rates, right, or the service levels with customers, the cost demand is increasing. But in terms of priorities, we're not doing anything crazy. We are super disciplined in how we are expanding. And we have great relationships, great partnership where we are. That's why also why we feel so confident we have the doors, right? We do have the doors. So it just start to produce and ship. And so we're going to very much Speak to that as much as we can and not do anything crazy, but we are going to add some very limited number of doors during the course of this year. Okay, that's helpful. And then just shifting gears to think about the product portfolio and the potential evolution of the portfolio Beyond milk, into Gertz, frozen desserts, which I know you're already doing. But has your thought on the Your ability to shape the portfolio or move it in the direction with higher contributions from oat girts and other products, Has that changed at all? Because I think those are higher margin products in some cases as well. And given kind of the demand and the supply situation right now, How should we think about, again, your ability to kind of evolve the portfolio over time? Thanks. No, I mean, that's a great Question and remember one thing. What we said during the IPO is that we don't have the same structure as dairy when it comes Different categories, right? Because milk is the most commoditized category in the world of food, it's Subsidized industry, yes, like no one is making money out of cow's milk, right? So you have to produce your yogurt, you have producers choose to get any margins whatsoever. Now we're not in that position here, right? We use the same old time type of old days, And mainly we use co manufacturers when it comes to other categories. So yes, if we would have produced them in house fully, we would Have a slightly better margin, but they are equal because we feel both are on healthy margins. So if you look at the product, I mean, obviously, the demand, this is about conversion, it's driven by mills like we have to monitor that Closely, but in the U. S, we had great success already now 10% of our portfolio is food, right? You look at the When it comes to ogres and ice creams or frozen items in retail, but also if you look at soft serve, Our sales in self-service 10x what we expected it to be in the collaborations with NBL And the 16 Handles. So we feel that if we Expanding to those categories, we're going to be immensely successful as well, right? So we have to prioritize there. And I think we have to be prepared And we have to monitor the development as time goes. That's how we look at it. But we will never lose innovation power And our ability to expand across the different categories that like we have like devoted to this 30 years, we're not going That way, right? Like we said during the IPO, we expect to distinct ourselves even further versus competition with expertise we're bringing in and expanding Across the world, right? So it's a very long answer, but it is a very interesting question that we are also following closely That I can't give you like a direct answer on, but that's a thought process that we have, John? Yes. That's helpful, Tony. I appreciate it. Yes. Thank you. At this time, I would like to turn the call back to management for closing comments. I just want to thank everybody. This was our first earnings call, and we have been waiting for these guys We attend investor events this year. So thank you so much for your questions, your participation, and have a great and fantastic day, everybody. Thank you. This does conclude today's teleconference. You may disconnect your lines at this time and thank you for your participation.