OTLYNasdaqFood and Kindred ProductsUS GAAP · USD

Oatly Group AB

Oatly Group AB is a Sweden-based food company that develops, manufactures, and sells oat-based beverages and other oat-derived products. Its business is organized across Europe & International, North America, and Greater China, with sales reaching retail, foodservice, and e-commerce channels in more than 60 countries.

Revenue862m USD
+4.7 %y/y
Operating profit (EBIT)-83.2m USD
+38.9 %y/y
EBIT margin-9.6%
+6.9 ppy/y
Net income-153m USD
+24.4 %y/y
Free cash flow-39.0m USD
+75.0 %y/y

Fiscal year 2025 · change from previous year

Development 2022–2025

-500-25002505007501,000m USD2022: 722 m USD2022: EBIT -383 m USD20222023: 783 m USD2023: EBIT -359 m USD20232024: 824 m USD2024: EBIT -136 m USD20242025: 862 m USD2025: EBIT -83 m USD2025862-83
RevenueOperating profit (EBIT)

Business

Share of revenue
Oatmilk and oat drinks92 %

Plant-based milk alternatives sold for home consumption and foodservice use.

Other oat-based products8 %

Ice cream, yogurt, cooking creams, spreads, and other oat-based foods and beverages.

Customers

Oatly sells to retailers, coffee shops, foodservice operators, e-commerce channels, and specialty buyers in the plant-based dairy aisle. Its products are purchased for everyday household use, coffee and beverage applications, and menu use in cafés, restaurants, universities, and offices. Customer mix varies by region, with more mature markets generally carrying a broader product range and more developed retail distribution.

Retail grocery customers

Supermarkets and grocery chains that stock oatmilk and related products for household shoppers.

Foodservice customers

Coffee shops, restaurant chains, universities, and offices that buy oat-based drinks for menu and beverage use.

E-commerce customers

Online shoppers and digital marketplaces that purchase Oatly products through direct or third-party channels.

Specialty and alternative dairy buyers

Niche distributors and specialty food buyers seeking plant-based dairy alternatives and branded oat products.

Strategy

Oatly’s strategy centers on expanding household penetration, increasing repeat purchases, and widening distribution across retail and foodservice channels. It also emphasizes product innovation, adding new oat-based offerings that fit local consumer preferences, while using foodservice-led entry to build awareness in new markets. Geographic expansion and channel breadth are important because the business depends on building brand recognition, shelf space, and usage occasions for oat-based alternatives.

Expand retail distributionShort term

More retail points and shelf presence improve trial, frequency, and brand visibility.

Broaden foodservice penetrationShort term

Coffee shops and restaurant chains help build awareness and repeat usage of oat drinks.

Localize product innovationMedium term

Region-specific products help match consumer needs and support adoption across markets.

Enter new markets via foodserviceMedium term

Foodservice can establish usage and brand awareness before wider retail rollout.

Geography

Oatly operates globally, with revenue organized across Europe & International, North America, and Greater China. Europe & International is the largest segment, while the United States is the main market within North America and China is the core market in Greater China. The company also maintains manufacturing and asset bases in Sweden, China, the United States, and the Netherlands, which support regional supply and distribution.

Risks

Oatly is exposed to commodity, logistics, and consumer-demand pressures that affect plant-based food businesses, including inflation, tariffs, foreign exchange, and geopolitical disruptions. The company also faces execution risk in scaling distribution, maintaining shelf space, and defending brand relevance in a competitive dairy-alternative market. Regional concentration in key markets such as the U.S., Europe, and China adds sensitivity to local demand trends and trade conditions.

Sorted by severity
LowMediumHighLowMediumHighImpact →Likelihood →Macroeconomic demand pressure1Input-cost and trade volatility2Channel execution risk3Regional concentration4
Impact is the risk’s severity and likelihood how probable it is over the next few years, both assessed from the company’s reports. Numbers match the list.
  1. Macroeconomic demand pressureImpact: HighLikelihood: High

    Consumer spending changes can affect willingness to buy branded plant-based foods.

    Exposure: Retail and foodservice demand

  2. Input-cost and trade volatilityImpact: HighLikelihood: High

    Inflation, tariffs, foreign exchange, and geopolitical tensions can affect cost structure and pricing.

    Exposure: Global sourcing and cross-border sales

  3. Channel execution riskImpact: MediumLikelihood: High

    Revenue depends on distribution points, shelf space, and foodservice placement.

    Exposure: Retail and foodservice expansion

  4. Regional concentrationImpact: MediumLikelihood: Medium

    A large share of business comes from Europe & International, North America, and China.

    Exposure: Major operating regions

Accounting

Judgemental items
Revenue deductions for promotions

Rebates, coupons, and temporary price reductions are estimated and deducted from gross revenue.

Impact: Affects reported net revenue and period-to-period comparability

Segment and regional reporting

Revenue is tracked across Europe & International, North America, and Greater China.

Impact: Highlights geographic mix and underlying demand trends

Property, plant and equipment and right-of-use assets

Manufacturing and distribution assets are capitalized across multiple countries.

Impact: Affects depreciation, lease expense patterns, and asset base

Going concern and covenant judgments

Interim statements note assessment of resources and obligations over the next 12 months.

Impact: Important for liquidity and financial statement presentation

Publicly listed companies with a comparable business focus.

Last updated: 28/09/2026