SNDL 2026年第3四半期 決算説明会 サマリー

SNDLは、連結売上高および売上総利益が減少したものの、2026年9月30日を末日とする当四半期において実質的な収益性の向上と過去最高のフリーキャッシュフローを報告しました。特に記載がない限り、財務数字はカナダドル表記です。

主要なポイント

• 純売上高は前年同期比2.5%減の2億3,800万カナダドル、売上総利益は9.8%減の5,790万カナダドルとなりました。売上総利益率は2ポイント低下し24.3%となりました。
• 調整後営業利益は、前年同期の950万カナダドルの赤字に対し、1,480万カナダドル改善して520万カナダドルの黒字となりました。
• フリーキャッシュフローは19.5%増の2,000万カナダドルとなり、四半期として過去最高を記録しました。この結果には、SNDLのキャプティブ保険アレンジメントの初期解消による一時的な利益1,060万カナダドルが含まれています。
• 大麻リテール部門は、四半期として過去最高となる8,560万カナダドルの売上高と過去最高の27.0%の売上総利益率を達成しました。酒類リテール部門も、減収となったものの、過去最高の27.0%の売上総利益率を達成しました。
• 大麻事業部門の売上高は27.7%減の2,700万カナダドルとなり、売上総利益率はマイナス6%となりました。SNDLは不採算の国内乾燥花（ドライフラワー）カテゴリーから撤退し、資産売却を含む可能性のある戦略的見直しに着手しました。
• 当四半期中、SNDLは1,000万カナダドルで540万株の自社株買いを実施し、承認および書類手続きを条件として、最大5,000万カナダドルの大規模な発行者自己公開買付け（SIB）を提案しました。

主要財務データ

事業および業績の動向

酒類リテール部門

酒類リテール部門の売上高は、既存店売上高が6%減少したことにより、3.3%減の1億3,480万カナダドルとなりました。新店舗「Wine and Beyond」3店舗とプライベートブランド（PB）商品の売上増が、需要の鈍化を一部相殺しました。当四半期中、PB商品はナショナルブランドを8.5ポイント上回る推移を見せました。

売上総利益は30万カナダドル減の3,640万カナダドルとなったものの、売上総利益率は70ベーシスポイント上昇し、過去最高の27.0%に達しました。減収および新店舗に関連する費用が利益率向上効果を上回ったため、調整後営業利益は60万カナダドル減の600万カナダドルとなりました。

大麻リテール部門

大麻リテール部門の売上高は0.7%増の8,560万カナダドルとなり、四半期として過去最高を記録しました。アルバータ州およびオンタリオ州での市場縮小に起因する3.8%の既存店売上高減少は、新規店舗および高付加価値店舗への転換によって相殺されました。

売上総利益は2,310万カナダドルに増加し、売上総利益率は60ベーシスポイント拡大して過去最高の27.0%となりました。プロモーションや製品ミックスの効率化、データ収益の増加に支えられ、調整後営業利益は4.7%増の530万カナダドルとなりました。

大麻事業部門

大麻事業部門の売上高は、主にSNDLが不採算の国内乾燥花カテゴリーから撤退したため、27.7%減の2,700万カナダドルとなりました。売上総利益は、主に撤退に伴う在庫調整およびJeeterの原価差異により、マイナス160万カナダドル（売上総利益率はマイナス6%）となりました。

同セグメントの調整後営業損失は、前年同期の1,020万カナダドルから1,140万カナダドルへと拡大しました。SNDLはケロウナの従業員を30%以上削減し、潜在的な資産売却、生産性向上策、その他の戦略的代替案の検討を開始しました。

資本配分および米国投資

SNDLは第3四半期中、加重平均価格1.31米ドルで540万株の自社株買いを1,000万カナダドルで実施しました。プレゼンテーションの測定日である10月までの買い付けを含めると、同社は2024年第4四半期以降、7,350万カナダドルで3,400万株を買い付け、発行済株式数を約8%削減しました。

Parallelの再編に伴い、SNDLの間接持分比率は約67%から約92%へと上昇しました。また、SNDLはフロリダ州ゲインズビルの栽培施設への投資にも資金を拠出しました。SunStreamを通じて、額面の75%で追加の債務を買い取ることで、Parallelのテイクバック債務の保有比率を39.4%から69.4%に引き上げました。

経営陣によると、Parallelはフロリダ州、テキサス州、マサチューセッツ州で56の小売拠点と3つの製造・栽培拠点を運営しています。従業員数は約800人で、純売上高は約1億5,000万米ドルです。

経営陣の見通し

• 経営陣は、ケロウナ施設でのコスト削減が2026年第4四半期から損益計算書に寄与し始めると見込んでいます。
• SNDLは、キャプティブ保険の解消完了に伴い、第4四半期に2回目かつ最後となる800万カナダドルのキャッシュインフローを見込んでいます。
• 最終的な法的書類の締結および20万カナダドルの制裁金支払いを条件として、オンタリオ州での規制問題の解消が見込まれており、フランチャイズ運営の正常化が可能になると期待されています。
• 計画されているオンタリオ州のフランチャイズ再編により、同事業の連結除外が見込まれています。直近12ヶ月の実績に基づき、経営陣はこの再編により報告上の売上高は約1億500万カナダドル減少するものの、営業利益の減少は約200万カナダドルにとどまると述べています。
• SNDLは、Parallelの医療用大麻事業の直接所有および連結財務諸表への計上に向けた道筋を評価しています。経営陣は具体的なタイムラインを示しませんでした。

リスクと注視すべき領域

• 大麻事業部門は引き続き経営陣の予想を下回っており、売上総利益のマイナス、調整後営業損失の拡大、および5,200万カナダドルののれん減損を計上しました。
• 両リテール事業において減収圧力が引き続き顕著であり、酒類リテールの既存店売上高は6%減、大麻リテールの既存店売上高は3.8%減となりました。
• 第3四半期のフリーキャッシュフローのうち1,060万カナダドルは一時的なキャプティブ保険の利益によるものであり、本業でのキャッシュ創出能力との比較可能性が損なわれています。
• 大麻事業の戦略的見直しにより、資産売却やさらなる事業再編につながる可能性がありますが、経営陣はその範囲、時期、結果を明らかにしていません。
• 米国の医療用大麻事業を連結化する道筋は、規制当局や証券取引所との協議にかかっています。経営陣はまた、娯楽用大麻資産に対する米国のスケジュールIII（第3類指定）の適用に関する不透明感が継続していることも挙げました。

アナリストQ&Aの要点

• EU-GMP認証：経営陣は、監査の成功を受けてアソルビル施設での認証取得を見込んでいます。自社加工により、1グラムあたり約0.20〜0.45カナダドルの外部委託コストを削減できるとしています。計画されている照明およびHVAC（空調）設備の改善は、国際市場向けの品質と歩留まり向上を目的としています。
• 国内乾燥花事業からの撤退：SNDLは、コストの高い同社の屋内生産が国内乾燥花市場の価格水準に適していないと述べました。同社は今後、ブランド流通、エディブル（大麻食品）、飲料、成分注入製品、および採算性の高いライセンス取引に注力します。
• 大麻事業の戦略的見直し：経営陣は、商業的実行力、流通、施設の生産性、労働効率、販売・オペレーション計画、および選択的な設備投資を改善領域として挙げました。あらゆる選択肢を引き続き検討しているとしています。
• 米国での資本展開：SNDLはSunStreamを通じた資本展開を継続できると述べました。今後の最優先事項は、少なくともParallelの医療用大麻事業をSNDLの経常業績に連結するため、規制当局や証券取引所と協議を進めることです。

決算説明会 文字起こし全文

決算説明会の完全なトランスクリプト

経営陣による説明

Operator

Good morning, and welcome to SNDL's Third Quarter 2026 Financial Results Conference Call. This morning, SNDL issued a press release announcing their financial results for the second (sic) [ third ] quarter of 2026 ended on September 30, 2026. This press release is available on the company's website at sndl.com and filed on EDGAR and SEDAR as well. The webcast replay of the conference call will be also available on the sndl.com website. SNDL has also posted a supplemental investor presentation in addition to the conference call presentation we will be reviewing today on its sndl.com website.

Presenting on this morning's call, we have Zach George, Chief Executive Officer; and Alberto Paredero, Chief Financial Officer. Before we start, I would like to remind investors that certain matters discussed in today's conference call or answers that may be given to questions could constitute forward-looking statements. Actual results could differ materially from those anticipated. Risk factors that could affect results are detailed in the company's financial reports and other public filings that are made available on SEDAR and EDGAR. Additionally, all financial figures mentioned are in Canadian dollars, unless otherwise indicated. We will now make prepared remarks, and then we will move on to analyst questions. I would now like to turn the call over to Zach George. Please proceed.

Zachary George

Welcome to SNDL's Third Quarter 2026 Financial and Operational Results Conference Call. During the third quarter, SNDL delivered improved underlying financial performance while continuing to deploy capital against our highest conviction strategic priorities. We generated record quarterly free cash flow of $20 million and returned to positive adjusted operating income despite continued market pressure and significant challenges in Cannabis operations. Cannabis Retail delivered record quarterly net revenue and gross margin, while Liquor Retail also achieved a new quarterly gross margin record.

These results demonstrate the value of disciplined pricing, mix management, procurement productivity and continued cost control across our retail platforms. At the same time, Cannabis operations remained below our expectations. We took decisive action during the quarter to simplify the portfolio, exit the unprofitable domestic dried flower category, reduce costs and concentrate resources on higher-value products. We have also initiated a strategic review of the segment to assess a range of strategic and operational alternatives, including potential asset divestitures and broader productivity initiatives. We continue to allocate capital with discipline during the quarter.

We repurchased 5.4 million shares and announced our intention to pursue a potential substantial issuer bid of up to $50 million, subject to required approvals and documentation. We also made significant strategic investments in the United States. Following the completion of Parallel's restructuring in July, our participation in its rights offering increased our indirect equity ownership from approximately 67% to approximately 92%. We also funded investments supporting a new cultivation facility in Gainesville, Florida, and the acquisition of an additional portion of Parallel's take-back debt at a material discount to its face value. These actions reflect our priorities: improve operating performance, preserve financial flexibility, return capital when our shares represent an attractive investment and selectively pursue opportunities that can create meaningful long-term value. Over now to Alberto for more detail on our third quarter financial performance.

Alberto Paredero-Quiros

Thank you, Zach. Before moving on, I would like to remind everyone that the amounts discussed today are denominated in Canadian dollars unless otherwise stated. Certain figures referred to during this call are non-IFRS measures. For definitions of these measures and reconciliations where applicable, please refer to SNDL's management's discussion and analysis and the earnings press release issued today. Net revenue was $238 million in the third quarter of 2026, representing a decrease of $6.2 million or 2.5% compared with the same period of the prior year. Growth in Cannabis Retail and the impact of lower cannabis eliminations partially offset declines in Liquor Retail and Cannabis operations.

Gross profit was $57.9 million, a decline of $6.3 million or 9.8% year-over-year. Gross margin was 24.3%, down 2 percentage points as record margins in both retail segments were more than offset by a weak performance of Cannabis operations. Operating loss was $48.3 million, reflecting a $52 million noncash goodwill impairment associated with the Cannabis operations. Adjusted operating income, which excludes intangible impairment charges and restructuring costs, was positive $5.2 million, an improvement of $14.8 million compared with the same period last year.

Change in cash and cash equivalents was negative $50.7 million, primarily reflecting $60.8 million of capital contributions to equity accounted investees and $10 million of share repurchases. Free cash flow was a record $20 million, up $3.3 million or 19.5% year-over-year, including a $10.6 million benefit from the initial unwinding of our captive insurance.

Looking at our performance over the past several quarters, we're encouraged by the progress in adjusted operating income and free cash flow despite continued headwinds in revenue and gross profit. This reflects the financial discipline we have brought to the business and our continued focus on improving underlying profitability and cash generation. While there is still work to do, particularly in Cannabis operations, we believe we are making meaningful progress towards a more profitable and cash-generative business. Looking more closely at segment contributions, consolidated net revenue declined by $6.2 million year-over-year. Liquor Retail declined by $4.6 million and Cannabis operations declined by $10.3 million.

Cannabis Retail increased by $0.6 million, while the change in cannabis eliminations provided an $8.2 million offset. Gross profit declined by $6.3 million, driven by Cannabis operations, which accounted for a $6.6 million decline. Liquor Retail declined by $0.3 million, while Cannabis Retail increased by $0.7 million. Adjusted operating income improved by $14.8 million from a loss of $9.5 million in the prior year quarter to income of $5.2 million. A $9.9 million improvement in corporate expenses and a $6.6 million improvement from investments more than offset weaker results in Cannabis operations and Liquor Retail.

Free cash flow increased from $16.7 million in the third quarter of 2025 to a record $20 million this quarter. Compared with the prior year quarter, lower cash earnings reduced free cash flow by $1.1 million and year-over-year working capital change reduced by $11.8 million. Working capital optimization contributed $2.5 million in the third quarter of 2026, but this benefit was lower than in the prior year quarter due to differences in the timing of working capital movements. These impacts were more than offset by $16.2 million of other items, including a $10.6 million benefit from the initial unwind of the captive insurance arrangement. While the captive insurance contribution to Q3 free cash flow is a onetime item, we expect a second and final $8 million cash inflow in the fourth quarter as we complete the unwinding of the captive structure.

Turning to the commercial segments. I will begin with Liquor Retail. As a reminder, beginning in 2026, applicable direct and indirect overhead costs are allocated from corporate to its operating segments within general and administrative expenses and comparative periods have been recast. Liquor Retail net revenue was $134.8 million, a decline of $4.6 million or 3.3% year-over-year. Persistent softness in market demand continued to affect same-store sales, which declined 6%. Growth from the 3 new Wine and Beyond stores opened during the last 12 months, together with continued momentum in private label sales, which outperformed national brands by 8.5 percentage points in the quarter, helped partially offset the same-store sales decline.

Gross profit was $36.4 million, down $0.3 million, while gross margin expanded 70 basis points to a record 27.0%. The margin improvement was driven by pricing, product mix management and procurement productivity. Adjusted operating income was $6 million, down $0.6 million year-over-year as the benefit from gross margin expansion was more than offset by lower revenue and higher SG&A expenses associated with the recent store openings. Cannabis Retail net revenue returned to growth and reached a new quarterly record of $85.6 million, an increase of $0.6 million or 0.7% year-over-year.

New store openings and value-add conversions more than offset a 3.8% decline in same-store sales caused by market contraction in Alberta and Ontario. Gross profit increased by $0.7 million to $23.1 million, while gross margin expanded by 60 basis points to a record 27.0%. The improvement was supported by promotional and product mix efficiencies and increased data revenue. Adjusted operating income was $5.3 million, an increase of $0.2 million or 4.7% as promotional and product mix efficiencies and increased data revenue more than offset the impact of higher asset impairment reversals in the prior year period. Cannabis operations net revenue was $27.0 million, a decline of $10.3 million or 27.7% year-over-year.

The decline was primarily attributable to our exit from the unprofitable domestic dried flower category as we reshaped the segment to focus on higher-value product categories. Gross profit was negative $1.6 million with a gross margin of negative 6%. These results were primarily driven by inventory adjustments associated with our exit from dried flower as well as the Jeeter cost variances. Adjusted operating income loss was $11.4 million compared with a loss of $10.2 million in the prior year. While the segment results remain below our expectations, we took decisive action during the quarter to reduce manufacturing costs and other operating expenses, particularly at our Kelowna facility.

These actions included a workforce reduction of more than 30% at that site. We expect the P&L benefits of these actions to begin contributing in the fourth quarter. Given the segment's continued underperformance, we have also initiated a strategic review to evaluate alternatives to improve its financial performance and reduce its impact on our consolidated results. The review will consider a range of alternatives, including potential asset divestitures and broader productivity initiatives. Over to you, Zach, for additional comments on capital allocation and our strategic milestones.

Zachary George

Turning first to capital allocation. We continue to repurchase shares while maintaining balance sheet flexibility. During the third quarter, we repurchased 5.4 million common shares for $10 million, excluding commissions, at a weighted average price of USD 1.31 per share. Including repurchases completed in October through the measurement date shown in the presentation, we have repurchased 34 million shares since the fourth quarter of 2024 for $73.5 million at an average price of USD 1.54 per share. This represents an approximately 8% reduction in shares outstanding since the fourth quarter of 2024.

During 2026, we have significantly accelerated these repurchases. And under the current repurchase program, we have repurchased approximately 23 million shares for over $45 million at an average price of USD 1.41 per share. These shares represent approximately 9% of the 263.4 million common shares outstanding at the beginning of 2026. We have also announced a potential substantial issuer bid for an aggregate purchase price of up to $50 million at a price per share not to exceed USD 1.35. The proposed SIB would further accelerate capital returns while maintaining balance sheet flexibility.

The completion of Parallel restructuring was a transformational milestone for SNDL's U.S. investments. During the third quarter, our participation in Parallel's rights offering increased our indirect equity ownership from approximately 67% to approximately 92%. The funding provides liquidity to support inventory, product availability and essential supply chain infrastructure. SNDL also funded SunStream's investments supporting the build-out of a new cultivation facility in Gainesville, Florida. In addition, SunStream acquired a further portion of Parallel's take-back debt at 75% of face value, increasing its ownership of that debt from 39.4% to 69.4%.

As previously shared, Parallel currently operates in Florida, Texas and Massachusetts with 56 retail locations, 3 manufacturing and cultivation sites, approximately 800 employees and approximately USD 150 million of net revenue. We are evaluating different paths to direct ownership and the financial consolidation of Parallel's medical cannabis business as we believe it offers meaningful scale, an attractive margin profile and a platform for continued growth. We will provide further information as the path forward and timing become more clearly defined. We are encouraged by the progress towards resolving the long-standing regulatory matters involving the Alcohol and Gaming Commission of Ontario.

Subject to the completion of definitive documentation and payment of a $200,000 monetary penalty, the anticipated resolution is expected to provide a path towards normalized franchise operations. The contemplated structure includes approximately $30 million of third-party secured financing from a Tier 1 financial institution to repay existing SNDL debt. The proceeds received by SNDL are expected to remain restricted as collateral. The arrangement would also transition the relationship to a modified franchise structure under which SNDL would provide administrative services only.

As a result, the Ontario franchise operations are expected to be deconsolidated from SNDL's financial statements. Based on the trailing 12-month amounts presented, deconsolidation would reduce reported net revenue by approximately $105 million, while the impact on operating income would be significantly smaller at approximately $2 million. Our third quarter results demonstrate progress, but they also reinforce the important work still ahead. We delivered record free cash flow, returned to positive adjusted operating income and achieved record gross margins in both retail segments.

At the same time, Cannabis operations remains below expectations, and we are taking decisive action to improve its performance and evaluate strategic alternatives. We continue to approach capital allocation with discipline. We are returning capital to shareholders, investing selectively in opportunities such as Parallel and maintaining the flexibility provided by our debt-free balance sheet and investment portfolio. I want to thank our teams for their continued focus and execution and our shareholders for their ongoing support. We remain committed to improving operating performance and creating long-term value. I will now turn the call back to the operator for the analyst Q&A session.

Operator

[Operator Instructions] Our first question that comes from Frederico Gomes with ATB Cormark.

質疑応答

Frederico Yokota Gomes

First question, I guess, you guys passed the audit for EU-GMP Atholville. Could you talk about how material actually getting the EU-GMP certification would be from a financial standpoint for that facility? What could be the potential upside here, savings and opportunities in international?

Zachary George

Frederico, thanks for the question. So in terms of the receipt of the certification itself, we're expecting that any day now. It was a big milestone for the team to successfully pass the audit. As you know, the standards are quite stringent. It really depends -- you can look at this from a number of different angles. If you were -- if you had to rely on processors, you're looking at costs of anywhere from $0.20 to $0.45 a gram. So that's eliminated. But more importantly, which also makes this moot is we're going through a series of upgrades within the Atholville facility, which is going to change the capabilities of that facility, including modern generation lights and HVAC upgrades. So we're expecting to see better quality and yields, which are going to be critical to improving realized pricing as we look at international markets. And so that's really where the focus is today.

Frederico Yokota Gomes

And then just looking at your decision to exit flower domestically. Maybe could you explain a little bit better why did you make that decision? And do you think it could impact, I guess, sales in other categories that you have given that, I guess, you won't have branded flower product anymore?

Zachary George

Yes, I appreciate it. I think it's really important to distinguish where this market is on a price point basis. And you can see the dynamic very clearly with the broader peer group. So higher quality and also more expensive production from indoor facilities really is not well suited for where the domestic market is on dried flower. So we have strong partnerships and commercial relationships with LPs that have very strong underpinnings with hybrid glasshouse environments of 5 million square feet or more. And so that's a capability and a strategic advantage that SNDL does not possess. So we really don't think it makes sense to try to compete with those who have the lowest cost of production given that infrastructure that they're owning and managing through their individual enterprises.

So look, we have a dominant position in edibles and beverages as well. These are smaller categories, do quite well across a number of infused [indiscernible] categories. So we're really focused on distribution of branded products. As you know, we also have some very important and profitable license relationships. So we don't believe that this will impact sales in other categories. They need to stand on their own, that being said. But in this case, it's really about looking at marginable activities and ensuring that we're focused on areas where we can develop competitive advantage in terms of our capabilities.

Operator

[Operator Instructions] One moment for our next question that comes from Aaron Grey with AGP, Alliance Global Partners.

Aaron Grey

I guess maybe a little bit piggybacking off of the last question and then just thinking about the strategic review and alternatives for the Cannabis operations business. I would love to get your perspective in terms of what do you think are the core competencies needed to win within Cannabis operations? I think you just alluded to one maybe being low-cost cultivation greenhouse or otherwise, which obviously Sundial doesn't currently have. But maybe outside of that, where do you feel like there's ways to win to where maybe you could add on to your existing asset base or sell one of your current assets to someone else where it might be complementary. I would love to get your broader perspective there.

Alberto Paredero-Quiros

Aaron, thank you for the question. So obviously, there are multiple dimensions in which we believe we need to improve to be competitive in the marketplace and to win. Starting with our commercial execution, driving the right focus behind the right categories with the right consumer understanding of consumer needs is an important capability that we have been building and we need to continue making improvements in that direction, including as well our commercialization strategy and improving the distribution that we have for our key products. Even with those products that are market leaders, as Zach mentioned a second ago, in [indiscernible] numbers. So that still represents an opportunity that we need to pursue and continue strengthening that commercial capability is certainly one priority.

Right now, the biggest struggle that we're having is with our operational execution in some of our facilities. We believe that we have appropriate infrastructure. We certainly have ideas on how we can step up and improve the -- with a better layout and with some capital investments that we can drive significant productivity. But it starts with better execution of our sales and operating planning process, our labor efficiencies. So there is a significant amount of opportunities that we are identifying there, some of which are low-hanging fruit, some of which may be a little bit more harder to get to.

While we are approaching this strategic review, we're certainly not leaving anything on the table. All options are valid. We know the value of some of those assets. We know the value to us. We know the value to some other people. We know the value that we can generate if we were to improve some of those capabilities. So all of those things I said will be on the table. We'll look at all of the possible options, and we are confident that we'll be able to make the right decisions at the end of the exercise.

Aaron Grey

That was really helpful in terms of how you guys are evaluating it. Second question for me, just in terms of some of the U.S. assets. You mentioned some in terms of Florida with Gainesville, but also just looking at Texas, I know we talked about it last call. But just as we think about the ability to potentially consolidate speaking with the exchanges or otherwise, can you talk about the dynamics needed for you to deploy capital into the U.S. market? Can you do that now? Would you have to wait? Would love to just get more color in terms of how you think about the U.S. and the capital allocation strategy that you alluded to earlier.

Zachary George

Yes. Thanks, Aaron. I think as you know and we've discussed, we have the ability today and we see it in our sort of trailing activities to deploy capital into the U.S. through our SunStream joint venture. We've done so with direct exposure to credit through that joint venture. We've also done -- we've also been able to get indirect exposure to equity through that vehicle. We're now at a point where most of the capital has been repatriated and the next step will be to reconcile these remaining exposures and work to consolidate the medical exposure. I think you've seen a number of other transactions in the marketplace where recreational assets have been ring-fenced and owned indirectly to facilitate an uplisting.

So that would, at this point, given the lack of clarity on Schedule III for rec in the U.S., be part of that. So we're not going to wait for the U.S. government action to focus on the controllables. But to directly answer your question, we have deployed capital. We have the ability to do so. And the next step is to work with the relevant regulatory bodies as well as exchanges to facilitate the consolidation of at least the medical exposure into our recurring P&L.

Operator

Thank you. Ladies and gentlemen, this will conclude our Q&A session. And I would like to turn the conference back over to Zach George for closing remarks.

Zachary George

Thank you. I want to thank our owners, commercial partners and employees across the organization today. To everyone joining us, thank you for your time and continued interest in SNDL. We appreciate your support and look forward to updating you again in the near future. Have a great day.

Operator

Thank you. And this concludes our conference call. You may disconnect your lines. Thank you for participating, and have a pleasant day.