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Rotoplas: Fourth Quarter 2024 Results

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MEXICO CITY, Feb. 6, 2025 /PRNewswire/ — Grupo Rotoplas S.A.B. de C.V. (BMV: AGUA*) (“Rotoplas”, “the Company”), America’s leading company in water solutions, reports its unaudited fourth quarter 2024 results. The information has been prepared in accordance with the International Financial Reporting Standards (IFRS).

Figures are expressed in millions of Mexican pesos. 

HIGHLIGHTS | 4Q24 vs 4Q23

Net sales closed at Ps. 2,723 million, 19.3% lower than 4Q23, due to weaker performance in Argentina caused by the macroeconomic situation, which could not be offset by growth in other countries. Excluding Argentina, net sales would have increased by 7.5%.Product sales decreased by 22.7%, primarily impacted by Argentina’s economic recession, resulting in lower sales volumes. Excluding Argentina, product sales would have grown by 4.0%.Service sales increased by 45.6%, driven by the strong acceptance of bebbia SMART and the sustained growth of its user base, which now exceeds 133,000 subscribers.  Gross profit was Ps. 1,112 million, 27.5% lower than in 4Q23. The gross margin declined by 460 bps to 40.8%, due to lower sales, which affected fixed cost absorption.Operating income reached Ps. 64 million, an 83.4% decrease compared to 4Q23, impacted by a lower gross margin and expenses related to digital initiatives aimed at empowering users with information on water quantity and quality. However, cost control measures are beginning to show results, excluding extraordinary severance expenses from the organizational restructuring, expenses decreased by 8.3% compared to the previous quarter.EBITDA closed at Ps. 239 million, 56.8% lower than in 4Q23. The EBITDA margin was 8.8% compared to 16.4% in 4Q23. Excluding Ps. 54 million in severance payments, the EBITDA margin would have been 10.8%.Net result for the quarter posted a loss of Ps. 122 million, compared to a profit of Ps. 71 million in 4Q23. This result is attributed to the lower sales volume, which impacted operating income.

HIGHLIGHTS |CUMULATIVE 2024 vs 2023

Net sales reached Ps. 11,201 million, 7.8% lower than the previous year. This result mainly reflects the impact of Argentina’s economic situation. Excluding Argentina, net sales would have increased by 7.8%.Product sales decreased by 10.6%, mainly affected by Argentina, as well as slow performance in the United States due to lower demand for storage solutions amid wet weather conditions and weakness in the agricultural sector. Excluding Argentina, product sales would have grown by 4.8%.Service sales grew by 43.6%, representing 8.0% of total sales, driven by the strong expansion of bebbia, as well as positive momentum in RSA and the growth of rieggo.Gross profit stood at Ps. 5,033 million, representing a 9.4% decrease. The gross margin closed at 44.9%,contracting by 80 basis points due to lower absorption of fixed costs caused by the decline in sales.Operating income reached Ps. 881 million, 44.7% lower than in 2023. This decrease was due to lower sales as well as increased expenses associated with investments in digital initiatives.EBITDA closed at Ps. 1,492 million, a decrease of 30.0%. The EBITDA margin stood at 13.3%. Excluding severance payments from the personnel restructuring, the margin would have been 13.8%.Net income reached a profit of Ps. 169 million, a decrease of 46.1% from the previous year due to lower operating profit.ROIC decreased by 760 basis points, closing at 7.8%, 440 bps below the cost of capital. Excluding severance costs, ROIC would have closed at 8.3%.Net Debt/EBITDA leverage closed at 2.6x.CapEx for the period amounted to Ps. 565 million, mainly focused on technology investments for storage production, expansion of production capacity, and the service platform in Mexico.

KEY FIGURES | 4Q24 vs 4Q23

4Q

12M

2024

2023

%Δ

2024

2023

%Δ

Income Statement

Net Sales

2,723

3,376

(19.3 %)

11,201

12,146

(7.8 %)

% gross margin

40.8 %

45.4 %

(460) bps

44.9 %

45.7 %

(80) bps

Operating income

64

385

(83.4 %)

881

1,592

(44.7 %)

% margin

2.4 %

11.4 %

(900) bps

7.9 %

13.1 %

(520) bps

EBITDA[1]

239

554

(56.8 %)

1,492

2,131

(30.0 %)

% margin

8.8 %

16.4 %

(760) bps

13.3 %

17.5 %

(420) bps

Net Result

(122)

71

NM

169

312

(46.1 %)

% margin

(4.5 %)

2.1 %

(660) bps

1.5 %

2.6 %

(110) bps

Balance

Cash and Cash Equivalent

732

566

29.4 %

Debt with cost

4,683

4,028

16.3 %

Net Debt

3,951

3,462

14.1 %

(Cumulative)

Cash Flow

Operating Cash Flow

814

1,290

(36.9 %)

CapEx

565

609

(7.2 %)

Working Capital

(419)

(168)

NM

Others

Net Debt / EBITDA

2.6 x

1.6 x

1.0 x

ROIC

7.8 %

15.4 %

(760) bps

Cash Conversion Cycle

56

30

26 days

 

KEY FIGURES | JANUARY – DECEMBER

2024

Employees

3,502

Sales points

>32,000

Government Transactions

4.0 %

e-commerce clients

> 4,900

bebbia units

>133,000

20L water jugs saved

58.6 million

 

MESSAGE | CEO

Dear Investors,

2024 was a year marked by a challenging macroeconomic environment, particularly due to the crisis in Argentina, which forced us to make strategic decisions to mitigate its impact. Nevertheless, we closed the year with the resilience that defines Rotoplas, effectively managing the factors within our control and strengthening our operational capacity. This has made our organization more agile and better equipped to navigate future challenges.

In overcoming these hurdles, we have also made significant progress. The Group reached a record NPS, reflecting the trust and continued satisfaction of our customers. Additionally, we successfully migrated the entire organization to Google Cloud, centralizing our data and enabling the use of artificial intelligence and advanced analytics tools.

In Mexico, we successfully completed the SMART Project, optimizing production processes and consolidating our market position. We also launched our B2B and B2B2C e-commerce platforms for our products, reaffirming our commitment to innovation and the development of advanced technological solutions. Our services platform unlocked new opportunities, enabling us to better meet customer needs. We are especially proud of bebbia’s growth, which surpassed 133,000 subscribers.

As we highlighted during Agua Day, we remain focused on improving cash flow and optimizing our financial structure through a selective investment strategy, prioritizing projects with the highest return. Additionally, given market conditions and our commitment to cost control, we implemented a workforce restructuring during the quarter, along with other measures, which will enable us to operate more efficiently and adapt more effectively in the coming year.

Finally, we reaffirm our commitment to the four strategic pillars that guide us: sustainable product growth, the sustainable development of services, the digitalization of the water ecosystem, and the creation of value for all stakeholders.

With determination and enthusiasm, we are ready to face the challenges of 2025 and continue providing solutions that help people improve their relationship with water.

Carlos Rojas Aboumrad

INVITE | EARNINGS CALL

Friday, February 7th, 10:00am Mexico City Time (11:00am, EST)
Speakers: Carlos Rojas (CEO), Andrés Pliego (CFO)
Link: https://rotoplas.zoom.us/webinar/register/WN__vfMwyybRm6T0clQ37bS1g#/registration

 

EBITDA| BY REGION AND SOLUTION

4Q

12M

2024

2023

%Δ

2024

2023

%Δ

Mexico

Sales

1,531

1,473

4.0 %

6,578

6,001

9.6 %

EBITDA

254

314

(18.9 %)

1,402

1,537

(8.7 %)

% Margin

16.6 %

21.3 %

(470) bps

21.3 %

25.6 %

(430) bps

Argentina

Sales

592

1,394

(57.5 %)

2,316

3,903

(40.7 %)

EBITDA

(29)

242

NM

77

628

(87.7 %)

% Margin

(4.8 %)

17.4 %

NM

3.3 %

16.1 %

NM

United States

Sales

256

239

6.8 %

1,033

1,101

(6.2 %)

EBITDA

(24)

(39)

(37.8 %)

(123)

(191)

(35.9 %)

% Margen

(9.5 %)

(16.3 %)

680 bps

(11.9 %)

(17.4 %)

550 bps

Others

Sales

345

271

27.3 %

1,274

1,141

11.7 %

EBITDA

37

37

2.3 %

135

158

(14.6 %)

% Margin

10.9 %

13.5 %

(260) bps

10.6 %

13.8 %

(320) bps

4Q

12M

2024

2023

%Δ

2024

2023

%Δ

Products

Sales

2,480

3,209

(22.7 %)

10,303

11,521

(10.6 %)

EBITDA

340

595

(42.8 %)

1,828

2,385

(23.3 %)

% Margin

13.7 %

18.5 %

(480) bps

17.7 %

20.7 %

(300) bps

Servicies

Sales

243

167

45.6 %

898

625

43.6 %

EBITDA

(101)

(41)

145.6 %

(336)

(254)

32.3 %

% Margin

(41.5 %)

(24.6 %)

NM

(37.5 %)

(40.7 %)

320 bps

 

2024

%

2023

%

Sales

Mexico

6,578

59 %

6,001

49 %

Argentina

2,316

21 %

3,903

32 %

United States

1,033

9 %

1,101

9 %

Other

1,274

11 %

1,141

9 %

Total

11,201

100 %

12,146

100 %

EBITDA

Mexico

1,402

94 %

1,537

72 %

Argentina

77

5 %

628

29 %

United States

(123)

-8 %

(191)

-9 %

Other

135

9 %

158

7 %

Total

1,492

100 %

2,131

100 %

 

Mexico

During 4Q24, net sales in Mexico increased by 4.0%, while cumulative sales grew by 9.6%.

During the quarter, product sales remained in line with 4Q23 levels. In contrast, the services platform experienced solid growth, driven by the strong performance of bebbia, as well as the continued expansion of RSA and rieggo.

The EBITDA margin for the quarter contracted by 470 bps to 16.6%, and the cumulative margin decreased by 430 bps to 21.3%. This reduction is attributed to a higher share of services in the sales mix, as well as increased logistics and digital expenses.

The Ixtapaluca plant began operations during the quarter and is expected to reach full capacity in 2025.

Argentina

Net sales for the quarter declined by 57.5% in Mexican pesos, while in local currency, decreased by 19.7%, reflecting the impact of currency devaluation. Additionally, the 4Q23 comparative base was high, as it did not fully incorporate the effect of the December devaluation, given that, under accounting standards, the average exchange rate is used.

On a cumulative basis, sales declined by 40.7% in Mexican pesos and grew by 58.5% in local currency.

The economic recession impacted demand across all three categories, reducing the ability to absorb fixed costs and expenses. Additionally, competitive pressure constrained price adjustments in response to inflation, limiting the ability to offset rising costs.

This scenario affected the EBITDA margin, which closed negative at 4.8% for the quarter, while on a cumulative basis, it contracted by 1,280 bps, closing at 3.3%.

NOTE: Adoption of IAS 29, Financial Reporting in Hyperinflationary Economies. 

Due to Argentina experiencing inflation above 100% in the last three years, it is considered a hyperinflationary economy. In accordance with IAS 29, an adjustment for inflation has been made to the Financial Statements to consider changes in purchasing power.

International Accounting Standard (IAS) 29, Financial Information in Hyperinflationary Economies establishes that the results of operations in Argentina should be reported as if they were hyperinflationary as of January 1st, 2018. Moreover, an adjustment for inflation in the Financial Statements should be made to account for the change in the purchasing power of the local currency. 

As a result, in 2024, the impact of restatement resulted in a decrease of Ps. 32 million in financial expenses, benefiting the Comprehensive Financing Result. After considering taxes, the benefit in net profit amounts to Ps. 102 million.

United States  

During the fourth quarter, net sales increased by 6.8%, while on a cumulative basis, they decreased by 6.2%.

The increase in quarterly sales was primarily driven by foreign exchange effects, as the U.S. dollar strengthened against the Mexican peso. However, during the year, demand for storage solutions has been impacted by wetter weather conditions, as well as a slowdown in the agricultural sector and the housing market.

Thanks to the operating and logistics cost optimization strategy, along with adjustments in the commercial strategy, negative EBITDA was reduced by 37.8% during the quarter and by 35.9% for the year. While the EBITDA margin remains negative, it continues to show sustained improvement.

Other countries

Net sales in other countries (Peru, Guatemala, El Salvador, Costa Rica, Honduras, Nicaragua and Brazil) increased by 27.3 % in the quarter and 11.7% over the year.

In Peru, sales increased both in the quarter and on a cumulative basis, mainly driven by the development of the pipes and water heater categories in the country.

Central America showed solid sales growth in the quarter and on a cumulative basis, with strong performance across all five countries and in the storage and waterflow categories.

In Brazil, the developing water treatment plant business maintained good growth pace, driven by the privatization of the water and sanitation service in São Paulo. This process has led to stricter wastewater discharge regulations and higher water tariffs, increasing market opportunities.

The EBITDA margin decreased by 260 bps in the quarter and by 320 bps on a cumulative basis, closing at 10.9%. This reduction was primarily due to development costs for water treatment plants in Brazil, as well as logistics and distribution expenses in other countries.

ANALYSIS | COSTS AND EXPENSES

Gross Profit

The gross profit for the quarter decreased by 27.5%, reaching Ps. 1,112 million, while for the year it declined by 9.4%, reaching Ps. 5,033 million. The margin contracted by 460 bps, standing at 40.8% during the quarter, and by 80 bps on a cumulative basis, reaching 44.9%.

The contractions were due to the economic situation in Argentina, which impacted sales levels and, consequently, reduced the absorption of fixed costs.

Operating Income

The operating profit reached Ps. 64 million, with a margin of 2.4%, representing an 83.4% decrease compared to 4Q23. On a cumulative basis, operating income was Ps. 881 million, with a margin of 7.9%, reflecting a contraction of 520 bps compared to the previous year.

The reduction in margins was mainly due to the decline in sales in Argentina, as well as expenses related to the development of digital initiatives, including the integration of data analytics into solutions like bebbia and the launch of e-commerce platforms for bebbia and products in Mexico.

During the fourth quarter, cost control measures were implemented, resulting in an 8.3% reduction in operating expenses compared to the previous quarter. This decrease excludes severance payments related to the restructuring, as these are extraordinary and non-recurring expenses.

Comprehensive Financing Result

The comprehensive financing result for the fourth quarter of 2024 recorded an expense of Ps. 249 million, compared to Ps. 311 million in 4Q23. The 2024 expense includes Ps. 162 million for interest on debt, commissions, and leases, and Ps. 87 million due to exchange rate effects and inflation in Argentina.

The cumulative comprehensive financing result was an expense of Ps. 688 million compared to an expense of Ps. 1,251 million in the same period of 2023. The 2024 expense includes Ps. 509 million for interest on debt, commissions, and leases, and Ps. 179 million due to exchange rate effects and inflation in Argentina.

In 2024, the accounting method for recording hedging was modified; the effects of the MXN/USD hedging are now recorded along with costs rather than within the Comprehensive Financing Result, thus influencing the gross margin.

Net Result

Net result in the fourth quarter was a net loss of Ps. 122 million, compared to a net income of Ps. 71 million in 4Q23. On a cumulative basis, net income was Ps. 169 million, compared with the Ps. 312 million recorded in 2023.

The quarterly loss and the 46.1% cumulative decline are mainly explained by the contraction in operating margins.

CapEx

12M

2024

%

2023

%

%Δ

Mexico

525

93 %

548

90 %

(4.2 %)

Argentina

32

6 %

44

7 %

(26.8 %)

United States

0

0 %

9

1 %

(97.4 %)

Others

8

1 %

8

1 %

NM

Total

565

100 %

609

100 %

(7.2 %)

 

Capital investments represented 5.0% of sales in 2024 and decreased by 7.2% compared to the same period last year.

Capital investments include:

In Mexico, the investment in new technology for the manufacturing of storage solutions, which is part of a long-term sustainability commitment, driving the design of the next generation of water tanks. Additionally, CapEx includes Ps. 101 million for the construction of the Ixtapaluca plant, Ps. 121 million allocated to bebbia, and Ps. 56 million for treatment plants.In Argentina, capital investments have focused on increasing production capacity at the waterflow plant.Others mainly represents the investment for the development of treatment plants in Brazil.

 

ANALYSIS | BALANCE SHEET

Cash Conversion Cycle (Days)  

12M

2024

2023

Δ days

Inventory Days

96

56

40

Accounts Receivale Days

74

45

29

Accounts Payable Days

114

71

42

Cash Conversion Cycle

56

30

26

Inventory Days: Average 3M Inventory / (3M Cost of Sales / 90)
Accounts Receivable Days: Average 3M Accounts Receivable / (3M Sales / 90)
Accounts Payable Days: Average 3M Suppliers / (3M Cost of Sales / 90)

Debt

12M

2024

2023

%Δ

Total Debt

4,683

4,028

16.3 %

Short-term Debt

684

29

NM

Long-term Debt

3,999

3,999

0.0 %

Cash and Cash Equivalents

732

566

29.4 %

Net Debt

3,951

3,462

14.1 %

 

Debt Maturity Profile

Total debt increased to Ps. 4,683 million and corresponds to the AGUA 17-2X sustainable bond, as well as short-term loans for working capital. The combined cost of debt is 9.0%.

Currency

Amount in MXN

Maturity

AGUA 17-2X Sustainable Bond

Mexican Pesos

4,012

June 16, 2027

HSBC Working Capital Loan

Mexican Pesos

250

May 30, 2025

Santander Working Capital Loan

Mexican Pesos

400

January 31, 2025

Citi Working Capital Loan

U.S. Dollars

21

July 30, 2025

 

Financial Ratios

12M

2024

2023

%Δ

Net Debt / EBITDA

2.6 x

1.6 x

1.0 x

Interest covarage*

4.7 x

9.2 x

(49.4 %)

Total Liabilities / Total Stockholders’ Equity

1.2 x

1.1 x

0.2 x

Net Earnings per Share**

0.35

0.64

(46.1 %)

* EBITDA LTM/ net interest LTM
**Net income divided by 486.2 million shares, expressed in Mexican pesos.

At the close of the fourth quarter of 2024, leverage is above the Company’s internal debt limit, which sets a maximum of 2.0x Net Debt/EBITDA. It is important to highlight that this is an internal guideline, not a contractual restriction or covenant, and the issuer expects to return to levels below 2.0x.

ROIC / Cost of Capital

4Q17

4Q18

4Q19

4Q20

4Q21

4Q22

4Q23

4Q24

ROIC

7.3 %

7.3 %

9.8 %

12.4 %

14.5 %

14.1 %

15.4 %

7.8 %

WACC

10.5 %

12.5 %

12.9 %

10.0 %

12.1 %

12.7 %

12.3 %

12.2 %

ROIC: NOPAT L12M/Average Invested Capital t, t-1
Invested Capital: Total Assets – Cash and Cash Equivalents – Short-Term Liabilities
ROIC excludes Flow program execution costs from 2Q20 to 4Q21 as they are one-off

The ROIC reached 7.8%, decreasing by 760 bps compared to the same quarter of the previous year, and is 440 basis points below the cost of capital. Excluding severance expenses related to the organizational reorganization in 4Q24, ROIC would have closed at 8.3%.

Financial derivates

The use of derivative financial instruments is governed by the recommendations and policies issued by the Board of Directors and supervised by the Audit Committee, which provides guidelines on the management of exchange risk, interest rate risk, credit risk, the use of derivative and non-derivative financial instruments, and the investment of excess liquidity.

As of December 31st, 2024, the market value of Grupo Rotoplas’ position was:

Market Value

Instrument

MXN/USD exchange rate forward

Ps. 26.7 millon

 

ESG | ENVIORMENTAL, SOCIAL AND GOVERNANCE

Throughout the year, the following progress stood out within sustainable initiatives:

Q4 2024

Target 2024

Target 2025

Profit

Tier-1 suppliers evaluated with ESG criteria

76 %

75 %

100 %

Customer satisfaction (NPS score)

80

76

80

Planet

CO2 intensity – Scopes 1 and 2 per ton of processed resin

0.4

0.43

0.41

m3 of water purified by our solutions

1.2M

1.2M

1.7M

People

People with access to sanitation (cumulative since 2021)

1.1M

894K

1M

Women in the workforce

25.10 %

27 %

30 %

 

Five out of the six public ESG goals were achieved, except for the gender target. However, the 2024 year-end figures show an improvement compared to 2023, with the percentage of women in the workforce increasing from 23.7% to 25.1%. Additionally, efforts continue to ensure a more inclusive recruitment process, as well as to promote the retention and development of female talent within the organization.On the environmental front, Scope 1 and 2 emissions were reduced by ~12%, exceeding the target set in this area. Additionally, Rotoplas completed the validation process for its emissions reduction targets with the Science Based Targets initiative, committing to reducing direct emissions by 42% between 2022 and 2030, and indirect emissions by 25% over the same period. Furthermore, Rotoplas published its first Environmental Product Declaration (EPD) for the 1,100L Tinaco Plus+, sharing its environmental footprint throughout its lifecycle.In the social dimension, efforts were made to adopt best practices in line with the Mexican Standard NMX 025 on labor equality and non-discrimination, while continuing to work through various committees and working groups focused on diversity and inclusion. Additionally, volunteer initiatives were carried out in Mexico and Peru, while in Argentina, another edition of the “El Agua en Debate” program was developed.Under the governance pillar, a risk and opportunity analysis related to climate change and water security was conducted. Also, in collaboration with JP Morgan, Rotoplas published its Sustainable Development Impact Disclosure (SDID) Report, becoming the first company in Latin America and the second globally to disclose how its strategy aligns with the UN Sustainable Development Goals. Regarding disclosure questionnaires, the Corporate Sustainability Assessment 2024 score from S&P Ratings increased by 2 points, positioning Rotoplas among the top five companies globally in its industry.Finally, in community social action, the partnership with the Coca-Cola Foundation, the eight bottlers of the Mexican Coca-Cola industry, and Isla Urbana for the “Escuelas con Agua” program stood out, closing 2024 with 300 IoT-enabled rainwater harvesting systems installed and operating in schools across Mexico. Additionally, the delivery and installation of materials for the 29 winning projects of the “A Fluir” initiative were completed in six states across Mexico, benefiting an estimated 200,000 people.

 

AGUA | PREFROMANCE AND ANALYST COVERAGE

4Q

2024

2023

%Δ

AGUA*

Closing Price

15.95

30.06

(46.9 %)

P/BV

1.2 x

2.4 x

(1.2) x

EV/EBITDA

7.8 x

8.5 x

(0.7) x

 

Treasury shares

As of December 31st, 2024, the Company had 2.6 million shares in the treasury, equivalent to an invested amount of Ps. 60 million. Treasury shares have never been cancelled.

Analyst Coverage

As of December 31st, 2024, analysts’ coverage was provided by:

Recommendation

PO

BTG Pactual

Felipe Barragán

Neutral

$24.80

felipe.barragan@btgpactual.com

GBM

Regina Carrillo

Buy

$44.00

rcarrillo@gbm.com

SIGNUM / PUNTO

Alberto Alarcón

Hold

$22.08

Alberto.alarcon@signumresearch.com

Miranda Global Research /ESG

Martín Lara / Marimar Torreblanca

Buy

$39.00

martin.lara@miranda-gr.com
marimar.torreblanca@miranda-partners.com

Apalache

Jorge Plácido

Buy

$39.10

jorge.placido@apalache.mx

Consensus

Buy 

$33.80

 

FINANCIAL STATMENTS | INCOME STATMENT, BALANCE SHEET AND CASH FLOW

Income Statement
(Unaudited figures, millions of Mexican pesos)

4Q

12M

2024

2023

%Δ

2024

2023

%Δ

Income Statement

Net Sales

2,723

3,376

(19.3 %)

11,201

12,146

(7.8 %)

COGS

1,611

1,842

(12.5 %)

6,168

6,593

(6.4 %)

Gross Profit

1,112

1,534

(27.5 %)

5,033

5,554

(9.4 %)

% margin

40.8 %

45.4 %

 (460) bps

44.9 %

45.7 %

 (80) bps

Operation Expenses

1,048

1,149

(8.8 %)

4,153

3,962

4.8 %

Operating Income

64

385

(83.4 %)

881

1,592

(44.7 %)

% margin

2.4 %

11.4 %

 (900) bps

7.9 %

13.1 %

 (520) bps

Comp. Financing Results

(249)

(311)

(20.0 %)

(688)

(1,251)

(45.0 %)

Financial Income

(3)

48

NM

87

155

(44.1 %)

Financial Expenses

(246)

(359)

(31.4 %)

(774)

(1,406)

(44.9 %)

Income Before Taxes

(186)

73

NM

191

339

(43.6 %)

Taxes

(64)

2

NM

23

27

(15.5 %)

Net Income

(122)

71

NM

169

312

(46.1 %)

% margin

(4.5 %)

2.1 %

 (660) bps

1.5 %

2.6 %

 (110) bps

EBITDA[2]

239

554

(56.8 %)

1,492

2,131

(30.0 %)

% margin

8.8 %

16.4 %

 (760) bps

13.3 %

17.5 %

 (420) bps

EBITDA2 ex severance package

293

554

(47.0 %)

1,546

2,131

(27.4 %)

% margin

10.8 %

16.4 %

(560) bps

13.8 %

17.5 %

(370) bps

 

Balance Sheet (unaudited figures in millions of Mexican pesos)

December

2024

2023

%Δ

Balance Sheet

Cash and Cash Equivalents

733

566

29.4 %

Accounts Receivable

1,824

1,491

22.3 %

Inventory

1,831

1,006

82.1 %

Other Current Assets

701

575

22.1 %

Current Assets

5,088

3,638

39.9 %

Property, Plant and Equipment – Net

4,044

4,063

(0.5 %)

Other Long-term Assets

5,812

4,851

19.8 %

Total Assets

14,945

12,552

19.1 %

Short-term Debt

684

29

NM

Suppliers

1,198

816

46.9 %

Other Accounts Payable

1,105

854

29.3 %

Short-term Liablilities

2,987

1,699

75.9 %

Long-term Debt

3,999

3,999

0.0 %

Other long-term Liabilities

1,256

803

56.3 %

Total Liablities

8,242

6,501

26.8 %

Total Stockholders’ Equity

6,702

6,051

10.8 %

Total Liabilities + Stockholders’ Equity

14,945

12,552

19.1 %

 

Cash Flow (Unaudited figures, millions of Mexican pesos)

12M

2024

2023

%Δ

Cash Flow

EBIT

881

1,592

(44.7 %)

Depreciation and Amortization

596

520

14.6 %

Inventory

(478)

(54)

NM

Accounts Receivable

(290)

(320)

(9.4 %)

Accounts Payable

349

207

68.7 %

Other Current Liabilities

(111)

(514)

NM

Taxes

(133)

(140)

(5.2 %)

Operating Cash Flow

814

1,290

(36.9 %)

CapEx

(565)

(609)

(7.2 %)

Other Investment Activities

(52)

133

NM

Investing Cash Flow

(617)

(476)

29.7 %

Dividends

(242)

(235)

2.9 %

Repurchase Fund

(15)

(74)

(79.5 %)

Short and Long-term Debt

650

17

NM

Interest and Leases

(606)

(549)

10.4 %

Financing Cash Flow

(213)

(841)

(74.7 %)

Change in Cash

(16)

(27)

(40.8 %)

Effect of exchange rate on cash

183

(80)

NM

Net Change in Cash

166

(107)

NM

Inicial Cash Balance

566

673

(15.9 %)

Final Cash Balance

732

566

29.4 %

 

PRESS RELEASES | 4Q24

Rotoplas invited the investment public to AGUA Day 2024. – December 5th.Rotoplas informed the investment public about the key topics discussed during AGUA Day 2024. – December 5th.Rotoplas invited the investment public to its 3Q24 Earnings Conference Call. – October 8th.Rotoplas informed the investment public about Fitch’s reaffirmation of Grupo Rotoplas’ ‘AA(mex)’ rating with a stable outlook. – October 4th.For more information, please consult the relevant events section of our website:

https://rotoplas.com/investors/press-releases/

CONTACT DETAILS | INVESTOR RELATIONS

Mariana Fernández

Maria Fernanda Escobar

mfernandez@rotoplas.com

mfescobar@rotoplas.com

 

Forward-Looking Statements

This press release may include certain forward-looking statements relating to Grupo Rotoplas S.A.B. de C.V. It relies on considerations of the Grupo Rotoplas S.A.B. de C.V. management which are based on current and known information; however, the expectations could vary due to facts, circumstances, and events beyond the control of Grupo Rotoplas, S.A.B. de C.V. 

About the Company

Grupo Rotoplas S.A.B. de C.V. is America’s leading provider of water solutions, including products and services for storing, piping, improving, treating, and recycling water. With over 40 years of experience in the industry and 18 plants throughout the Americas, Rotoplas is present in 14 countries and has a portfolio that includes 27 product lines, a services platform, and an e-commerce business. Grupo Rotoplas has been listed on the Mexican Stock Exchange (BMV) under the ticker “AGUA” since December 10th, 2014.

Pedregal 24, 19th Floor, Molino del Rey
Miguel Hidalgo
Zip Code 11040, Mexico City
T. +52 (55) 5201 5000
www.rotoplas.com

1 EBITDA includes donations of Ps. 10.6 million in 4Q24 and Ps. 15.7 million in 12M24. Additionally, it includes donations of Ps. 12.3 million in 4Q23 and Ps. 19.2 million in 12M23.
2 EBITDA includes donations of Ps. 10.6 million in 4Q24 and Ps. 15.7 million in 12M24. Additionally, it includes donations of Ps. 12.3 million in 4Q23 and Ps. 19.2 million in 12M23.

 

View original content:https://www.prnewswire.com/news-releases/rotoplas-fourth-quarter-2024-results-302370533.html

SOURCE Grupo Rotoplas S.A.B. de C.V.

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Unity: The Convergence of the Three Main Red Army Forces

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BEIJING, Oct. 21, 2026 /PRNewswire/ — An interview from China.org.cn with Wang Xiaohui and David Ferguson on the Long March:

Wang Xiaohui:

We have all been through something similar — a group of people disagreeing with one another, with each side holding sound reasons to believe their own judgment is correct.

In such moments, should they part ways, or find another path forward together?

David Ferguson:

The word “unity” is often understood as a strategy. People unite when they face a common enemy, and when that enemy disappears, the cooperation ends with it. But I’ve always wondered if there is a different kind of unity — one not forged by a common enemy, but by a common destination. A unity that isn’t temporary, that doesn’t fall apart the moment circumstances change. I wanted to find out.

Wang Xiaohui:

An arduous expedition like the Long March posed unparalleled trials for any military unit.

Bitter cold on snow-capped mountains, hidden mire across marshlands, and dangers lurking every step of the way; food and warm clothes were constantly scarce, while enemies and artillery fire were relentless. Even so, through the Long March, these poorly equipped and raggedly dressed Red Army troops remained tightly bonded as one.

This bond was not coerced by harsh military discipline, but arose spontaneously from every soldier’s heart. Before they even set off, shared ideals and conviction had already taken deep root within every soldier, steeling their resolve to follow the Communist Party of China without hesitation. Along the trail, officers and soldiers of the Red Army ate from the same pots and wore uniforms made from the same coarse cloth. High-ranking commanders like Zhu De and Peng Dehuai covered most of the journey on foot alongside their troops, leaving their horses to the ill and wounded, while splitting their last rations with soldiers. Amid food shortages, even when columns in the front discovered edible greens, they would never dig them all up; instead, they sent words to rear units so that all troops could share.

The Red Army’s unity took root in shared ideals, flourished under equal treatment for all, and was forged through countless moments of entrusting each other with their lives. It also became the unshakable foundation that carried them through every ordeal.

In the late autumn of 1936, the Loess Plateau in northwestern China witnessed two hopeful rendezvous, marking the Long March’s triumphant close. First in Huining, soldiers of the First and Fourth Front Armies embraced in a long-awaited reunion. Just over 10 days later, at Jiangtaibu, the waiting First Front Army finally greeted the travel-worn soldiers of the Second Front Army.

Many of these soldiers had never met before, yet they greeted one another like long-lost brothers, eyes brimming with tears as they clasped hands. Officers and soldiers of the First Front Army sent whatever supplies they had saved up to their brother troops. Three battle-hardened columns merged into a mighty iron stream across the plateau. Just one month later, they fought in coordinated formation to secure triumph in the battle of Shanchengbao, putting a glorious full stop to the Long March.

When scattered sparks merge, inherent unity surges into a mighty force, powerful enough to rewrite an army’s fate and shift the course of a nation’s history.

At the time, Japanese invaders advanced deeper into China, occupying more and more territory, yet the civil war persisted. The CPC clearly understood that brutal conflict among the Chinese would only play to the invaders’ hands, and only national unity could safeguard the motherland. The CPC publicly called for an end to the civil war and joint resistance against Japanese invaders, officially proposed to build the national united front against Japanese aggression, and even took the initiative to halt military operations and withdraw troops as a gesture of goodwill — when the survival of a nation hung by a thread, they chose to unite all Chinese people.

The two KMT officers, Zhang Xueliang and Yang Hucheng, who were stationed in the northwest, witnessed the nation’s peril and were touched by the CPC’s advocacy of a united resistance. Resolved to collaborate with the CPC to fend off Japanese aggression, Zhang and Yang repeatedly pleaded with Chiang Kai-shek to shift focus to national defense, but to no avail. Ultimately, they detained Chiang by force, which later became known as the Xi’an Incident.

When word spread of Chiang’s detention, many assumed the CPC would demand a public trial, given years of bitter partisan strife. Instead, Zhou Enlai personally traveled to Xi’an with the CPC delegation to mediate, laying out the stakes for all parties concerned: executing Chiang would only result in a much larger-scale civil war, handing the Japanese aggressors golden opportunities to advance further into China. The only path to a promising future for the Chinese nation lay in a peaceful settlement that would compel Chiang to join the resistance against Japanese aggression.

Setting aside partisan divisions and prioritizing the supreme interests of the nation — this was the answer delivered by the CPC. At last, the Xi’an Incident was settled in peace, bringing an end to a decade of war. Since then, the Chinese nation finally stood united in fighting back against foreign invasion.

Nearly a century has passed, yet the spirit of unity forged on the Long March has never faded.

In September 1949, the First Plenary Session of the Chinese People’s Political Consultative Conference (CPPCC) was convened, officially instituting the system of multiparty cooperation and political consultation under the leadership of the Communist Party of China. The spirit of solidarity tempered amid the Long March was thereafter embedded in the very fabric of China’s governance system, with unity becoming one of its enduring tenets.

From the early reconstruction years since the founding of the People’s Republic of China in 1949, through the era of reform and opening up since 1978, to today’s march toward China’s modernization, each successive trial has burnished this core spirit of unity. In the fight against absolute poverty, the whole nation pulled together as a single force: the more developed eastern regions lent robust support to underdeveloped western regions, officials devoted themselves to working at grassroots communities, and local residents worked hard and strove for self-improvement. Together, hundreds of millions of Chinese worked to eradicate absolute poverty nationwide. When earthquakes and floods struck, rescue teams rushed to disaster zones from every corner of the country, while relief supplies and charitable donations poured in ceaselessly.

From the helping hands extended between soldiers along the Long March to the nationwide solidarity repeatedly demonstrated today, the essence of unity has never changed. It was the key that carried the Red Army through seemingly impossible odds, and it endures as China’s bedrock strength that propels China forward to this day.

David Ferguson:

After hearing the stories of the reunion of the three main forces of the Red Army and the Xi’an Incident, I found my answer.

The Long March showed me that unity is a condition for survival — not in the sense of “I need you for now, so let’s work together.” Rather, it was “We believe in a common cause, so we must stand together.” That kind of unity does not dissolve when the danger is gone, because it is rooted not in fear, but in conviction.

Whether I look at stories of the Long March or at China’s development today, what strikes me is not simply unity itself. What gives unity its power is the shared ideal that enables people to stand together, and the common mission that at critical moments, enables them to rise above the interests of the individual, of groups, and even of political parties.

Wang Xiaohui:

From the arduous trails of the Long March to the contemporary journey of national rejuvenation, when a group of people or a whole nation stand united around common ideals, they will always arrive at the future they hoped for, no matter how lengthy and winding the road ahead is.

China Mosaic 
http://www.china.org.cn/video/node_7230027.htm 

Unity: The Convergence of the Three Main Red Army Forces
http://www.china.org.cn/2026-10/20/content_118741729.shtml 

 

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SOURCE China.org.cn

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KingClean Debuts at the 140th Canton Fair with One-Stop ODM Solutions for Global Brands

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GUANGZHOU, China, Oct. 21, 2026 /PRNewswire/ — KingClean, a global leader in home appliances and cleaning solutions, showcased its latest smart home product line at the 140th Canton Fair, which includes cleaning appliances, kitchen and coffee equipment, drinking equipment, personal care and air comfort products. During the exhibition, KingClean held in-depth discussions with global channel partners at Booths E30–36 and F13–19, Hall 2.2, Zone A.

KingClean showcased over 40 innovative products. The cleaning appliances exhibition area covers cordless stick vacuum cleaners with docking stations, upright 3-in-1 wet-and-dry vacuum cleaner with steam, spot cleaner with steam, cordless mattress cleaners and canister. The kitchen appliance exhibition area showcases products such as cooking robot, commercial blenders, and fully automatic coffee machines. The water & beverage solutions area presents desktop intelligent water purifiers with functions of water purification, sparkling water, ice making, and tea brewing. In addition, KingClean balances personal care with environmental comfort, showcasing water-ion turbofan hair dryers, desktop air purifiers, and smart air circulation fans.

The collaboration between high-performance cleaning equipment and intelligent base stations is the key direction of this exhibition. The exhibits include cordless vacuum cleaners equipped with high-power motors, dust‑cup or dust‑bag docking stations, charging and automatic cleaning functions, as well as floor cleaning vacuum cleaners that integrate functions of steam cleaning, automatic water refilling, and hot air drying. Multiple reference models intuitively demonstrate how the same technology platform can flexibly adapt to different power levels, structural schemes, and accessory configurations.

KingClean also showcased a series of home fully automatic coffee machines, smoothies and ice-making equipment, as well as desktop intelligent beverage purifiers that supported flexible combinations of sparkling water, ice water, tea brewing, and coffee related modules in the beverage area. These exhibits could be further customized based on the customer’s beverage menus, usage frequency, and after-sales mode.

“We connect globally through innovative products, focusing on smart solutions that improve life and strengthen our leadership in the smart home industry” said Nate Yang, Senior Marketing Director at KingClean Electric Co., Ltd.

About KingClean

KingClean was founded in 1994 and is headquartered in Suzhou, China. The company specializes in high-end smart home appliances and mechatronic products, with motor as our core technology.

For more information, visit http://www.kingclean.com.

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Husqvarna Group: INTERIM REPORT JANUARY – SEPTEMBER 2026

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STOCKHOLM, Oct. 21, 2026 /PRNewswire/ — 

Consistent strategy execution in a continued challenging market 

Third quarter 2026

Net sales decreased organically by 5%.Net sales decreased by 2% to SEK 9,012m (9,204), and included a positive impact of 3% from changes in exchange rates.Operating income amounted to SEK -334m (141) and the operating margin was -3.7% (1.5).Items affecting comparability (IAC) amounted to SEK -88m. These were primarily related to the execution of cost-saving initiatives.Excluding IAC, operating income amounted to SEK -246m (140), and the operating margin was -2.7% (1.5).Earnings per share (EPS) after dilution amounted to SEK -0.70 (-0.02) and EPS excluding IAC and after dilution amounted to SEK -0.58 (-0.02).Free operating cash flow was SEK 2,422m (2,423).Net debt was SEK 9.4bn (9.9).

January – September 2026

Net sales decreased organically by 2%.Net sales decreased by 5% to SEK 37,356m (39,184), and included an impact of -3% from changes in exchange rates.Operating income amounted to SEK 2,977m (3,735) and the operating margin was 8.0% (9.5).Items affecting comparability (IAC) amounted to SEK -445m. These were primarily related to the execution of cost-saving initiatives.Excluding IAC, operating income amounted to SEK 3,421m (3,742), and the operating margin was 9.2% (9.5).IEEPA-related tariff refunds of SEK 240m were recognized in COGS during the second quarter.Earnings per share (EPS) after dilution amounted to SEK 3.14 (4.43) and EPS excluding IAC and after dilution amounted to SEK 3.74 (4.44).Free operating cash flow was SEK 4,891m (4,743).

CEO Comment

We are making solid progress on our strategic priorities. Our cost savings program remains on track, recent product launches are receiving encouraging customer feedback, and we are broadening our presence across sales channels. Although these measures have not yet fully offset current market headwinds, they reinforce our confidence in the Group’s long-term competitiveness and prospects.

Financial performance summary

Net sales were SEK 9,012m (9,204), representing an organic decline of 5% in the quarter, primarily driven by continued weakness in Europe. Organic sales in the Husqvarna Forest & Garden Division declined by 10%, sales in the Husqvarna Construction Division were unchanged, while the Gardena Division delivered solid organic growth of 8%. Performance in the Husqvarna Forest & Garden Division was significantly affected by the widespread drought across large parts of Europe and continued weak consumer demand in key markets, including Germany and France. In contrast, strong growth in the Gardena Division’s Watering business highlighted the resilience of our diversified portfolio, gaining market shares in key markets, and the Husqvarna Construction Division has continued good momentum in its aftermarket business. I am also encouraged by continued growth across all three divisions in North America.

Operating income excluding IAC was SEK -246m (140), corresponding to a margin of -2.7% (1.5). The result reflected lower volumes in the Husqvarna Forest & Garden Division, an unfavorable product mix, inventory reductions and cost increases on raw materials and logistics costs. Free operating cash flow was stable at SEK 2,422m (2,423), as lower operating income was offset by changes in working capital, primarily driven by reduced inventories. We further strengthened the balance sheet, reducing net debt to SEK 9.4bn (9.9).

Executing on cost savings while navigating cost headwinds

Our transformative cost savings program remains on track to deliver SEK 3bn in gross savings by the end of 2028. Year-to-date savings reached approximately SEK 935m, including around SEK 305m in the third quarter, driven mainly by sourcing activities and personnel reductions. However, lower volumes, inventory reductions and cost headwinds continue to weigh on profitability. We are responding with targeted price increases, supply chain actions and product cost optimization, which will partly offset these pressures, although near-term headwinds are expected to remain.

We are advancing our asset-light strategy through further outsourcing initiatives. We will transfer production of selected Husqvarna-branded battery handheld products from Europe to Asia, using both our own facilities and external partners to enhance efficiency and competitiveness.

In addition, the ongoing discontinuation of the stone diamond tool business in the Construction Division, the phase-out of our Brastad component factory in the Husqvarna Forest & Garden Division and relocation of selected activities within Gardena’s European manufacturing network are progressing according to plan.

Unlocking the next phase of robotics growth

Our robotic lawn mowing business faced a difficult quarter, with adverse weather, competitive headwinds, and elevated channel partner inventories in Europe constraining demand for Husqvarna- and Gardena-branded products. Although recent performance has fallen short of expectations, we remain the clear market leader and we are confident in our strategy and longer-term development.

The strategic review of the Powered Garden BPU in the Gardena Division is ongoing and we aim to provide an update in the beginning of next year. Our priorities in the Husqvarna Forest & Garden Residential Robotics BPU include expanding our retail footprint and product range across price points and channels, strengthening the robotics organization and development model.

During the quarter, the US became the largest market in terms of sales for our Professional Robotics BPU, driven mainly by continued growth in the golf segment. Upcoming product launches and broader US distribution are expected to further strengthen our competitive position next season. We are also encouraged to be the first robotics company to receive conditional approval from the Federal Communications Commission (FCC) for foreign-produced advanced robotic devices in the US market.

Building a stronger, more competitive Husqvarna Group

We are accelerating change across the Group to create a leaner, more agile and asset-light organization. By challenging established ways of working, simplifying operations and acting decisively, we are strengthening competitiveness and profitability in the longer-term. Significant work remains, but I am confident we are moving in the right direction.

When consumer sentiment recovers, particularly in Europe, we will be well positioned to capture growth and improve earnings.

Glen Instone, CEO

Webcast presentation and telephone conference

A webcast presentation of the Q3 report hosted by Glen Instone, CEO and Patrik Johnson, CFO will be held at 9:00 CEST on Oct 21, 2026.
To view the presentation, please use this link.
The dial-in to the telephone conference (to ask questions):
+46 (0) 8 505 100 31 (Sweden) or +44 203 059 58 63 (UK)

Contact
Emelie Alm, Vice President, Investor Relations
+46 70 514 64 14

Husqvarna AB (publ), P.O. Box 7454, SE-103 92 Stockholm
Hälsingegatan 49, +46 8 738 90 00, www.husqvarnagroup.com

Reg. Nr: 556000-5331

(NASDAQ STOCKHOLM: HUSQ-A) (NASDAQ STOCKHOLM: HUSQ-B)

This report contains insider information that Husqvarna AB is required to disclose under the EU Market Abuse Regulation. The information was submitted for publication, through the contact person set out above, at 07:00 CEST on Oct 21, 2026.

Factors affecting forward-looking statements

This report contains some forward-looking statements. These statements are subject to risks and uncertainties that may give rise to major deviations in the result due to several aspects. These aspects include, among other things: consumer demand and market conditions in the geographical areas and lines of business in which Husqvarna operates, the effects of currency fluctuations, downward pressure on prices due to competition, success in developing new products, outcome of product responsibility litigation and progress in terms of reaching the goals set for productivity and efficient use of capital.

This information was brought to you by Cision http://news.cision.com

https://news.cision.com/husqvarna-group/r/interim-report-january—september-2026,c4412543

The following files are available for download:

https://mb.cision.com/Main/996/4412543/4328797.pdf

Interim report Q3 2026 Husqvarna Group

 

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SOURCE Husqvarna Group

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