The following is excerpted from the question-and-answer section of the transcript.
(Questions from industry analysts are provided in full, but answers are omitted - download the transcript to see the full question-and-answer session)
Question: Joel Adam Spungin - Joh. Berenberg, Gossler & Co. KG, Research Division - Analyst
: It's Joel Spungin from Berenberg. I was just wondering if I could start by asking about the cost savings plan that you've announced. And I was just
wondering, in terms of the cost, the SEK 1.7 billion, I think the SEK 600 million of recurring cost savings. I mean, without wishing to be uncharitable.
Is that sort of in line with the sort of return that you've got on previous cost-saving measures?
And also, I think you say that there's about SEK 400 million noncash costs within that as well. So I was just wondering if you could elaborate what
that is as well.
Question: Joel Adam Spungin - Joh. Berenberg, Gossler & Co. KG, Research Division - Analyst
: Hi. It's Joel Spungin with Berenberg again. Stefan, I know you get asked this question a lot by investors, but just curious to hear your latest iteration
of your answer.
But with SMT, obviously, hopefully completing the spin-off of that this summer, where do you stand on the sort of broader question about the
structure of Sandvik? And whether any thought has been given by the Board about separating the business into 2?
Stefan Widing - Sandvik AB (publ) - President, CEO, Director and President of Sandvik Manufacturing & Machining Solutions
I think what I showed here in my presentation is I think Sandvik is a very strong platform. We have good leading positions. We have a strong culture.
We have a decentralized operating model comprising of 21 divisions that can put their own flavor and touch on their strategies and what they
want to invest and what M&A they want to do. There is nothing holding them back. I think it's a net positive to be part of the Sandvik Group.
So we are focusing on delivering on these targets and on our strategy. And no focus on whether we should split up the group or not. There are
probably a few bankers in here that would benefit from that. But other than that, we are quite happy with the group as it is.
Question: Mattias Holmberg - DNB Markets, Research Division - Analyst
: Mattias Holmberg, DNB. Could you please up us with how big a share of your perhaps backlog or current sales that is battery electric today? And
also some thoughts on perhaps how long the penetration will take to reach sort of some significance in the market.
Question: Joel Adam Spungin - Joh. Berenberg, Gossler & Co. KG, Research Division - Analyst
: It's Joel Spungin from Berenberg. I was just wondering if I could ask about the load and haul platform that you have. Presumably, it's based on the
architecture you acquired with Artisan. Is there a significant advantage to having a platform that has always been based on battery as opposed to
sort of retrofitting into an existing load and haul truck? I'm just wondering whether the same rules apply as maybe doing the passenger car market.
Question: Joel Adam Spungin - Joh. Berenberg, Gossler & Co. KG, Research Division - Analyst
: And then maybe just a slightly different question. As the volumes of electric vehicles sort of ramp up in your factory, sort of, you kind of touched
on it, but what are the major challenges from sort of a production perspective of moving from producing IC trucks to electric trucks? And how does
it impact the supply chain?
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