Acuity Brands Aktie

Good morning, and welcome to the Acuity Fiscal 2026 Second Quarter Earnings Call. [Operator Instructions] Please be advised that today's conference is being recorded.

I would now like to hand the conference over to Charlotte McLaughlin, Vice President of Investor Relations. Charlotte, please go ahead.

Thank you, operator. Good morning, and welcome to the Acuity Fiscal 2026 Second Quarter Earnings Call. On the call with me this morning are Neil Ashe, our Chairman, President and Chief Executive Officer; and Karen Holcom, our Senior Vice President and Chief Financial Officer.

Today's call will include updates on our strategic progress and our fiscal 2026 second quarter performance. There will be an opportunity for Q&A at the end of the call.

As a reminder, some of our comments today may be forward-looking statements. We intend these forward-looking statements to be covered by the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, as detailed on Slide 2 of the accompanying presentation. Reconciliations of certain non-GAAP financial metrics with their corresponding GAAP measures are available in our 2026 second quarter earnings release and supplemental presentation. both of which are available on our Investor Relations website at www.investors.acuityinc.com. Thank you for your interest in Acuity.

I will now turn the call over to Neil Ashe.

Thank you, Charlotte, and thank you all for joining us today. We demonstrated strong execution in our second quarter of fiscal 2026. We grew net sales, we expanded our adjusted operating profit and adjusted operating profit margin, and we increased our adjusted diluted earnings per share. We generated strong cash flow and allocated capital effectively.

In Acuity Brands Lighting, we are managing our business aggressively in a soft lighting environment. We are aligning our cost structure to current market dynamics while continuing to serve customers effectively. Over the last 5 years, we've made meaningful progress accelerating our strategy of increasing product vitality, elevating service levels using technology to improve and differentiate both our products and how we operate the business and driving productivity.

These efforts have expanded capacity in our manufacturing network and given us greater flexibility to evaluate our production costs. As a result, this quarter, we took certain actions, including targeted labor cost reductions, which Karen will discuss later in the call.

We are managing gross profit margin through the combination of strategic pricing and product and productivity improvements. This enables us to deliver in this market environment and positions us well for the future.

Now I want to spend a moment on our growth algorithm, which is designed to ensure that we outgrow the lighting market. We enter new verticals, we take share, and we grow with the market. Last year, we strengthened our floodlight portfolio with the acquisition of M3 Innovation. These solutions are used in education, municipalities and infrastructure and are designed to reduce total installation costs and enhance the user experience.

We have won several notable projects that include retrofit and new construction across verticals, including parks and rec and education. One of our larger projects was an installation at Baldwinsville High School in New York. This project retrofitted an existing football field and installed our solution at a new athletics field. Combined with our lighting controls, we created dynamic control capabilities for a high-impact gameday environment across both facilities, all managed from a single control device.

The industry continues to recognize the strength of our products and the value they bring our customers. This quarter, several products in our portfolio were awarded the Architecture MasterPrize by the Farmani Group, including the Eureka Junction, a made-to-order luminaire that can be configured to create custom installations that are compatible with our nLight controls for use in large shared interior spaces such as lobbies, atriums, reception areas and event venues.

Multiple products were also awarded Product Innovation Awards by Architectural Products magazine, including the Juno Trac Linear Ambient family in our Design Select portfolio, that offers architects, lighting designers and installers versatile options for combining accent and ambient illumination within a single system, simplifying specification and expanding creative possibilities.

Now switching to Acuity Intelligence Spaces, which continued to deliver strong sales and margin performance. Atrius and Distech control the management of the space, and QSC manages the experiences in the space. And over time, we will use data from both to enhance productivity outcomes through data interoperability. Taken together, this is how we can make spaces autonomous.

Both Distech and QSC performed well this quarter. Within Distech controls, our Eclipse portfolio is a strategic differentiator. It is a comprehensive building automation platform that unifies hardware and software into a cohesive ecosystem for intelligent building management. The portfolio includes hardware devices and software used to manage how a building operates, including HVAC control, lighting and refrigeration.

During the quarter, we released the ECLYPSE retrofit solution. a building controls upgrade designed for use in buildings with legacy wiring and control architectures. This solution allows newer ECLYPSE-based control capabilities to be deployed, providing IP-based performance, embedded edge intelligence and modern user interfaces without the associated cost or disruption of completely rewiring the space.

We are also expanding our addressable market at QSC. Q-SYS is building the industry's most innovative full-stack AV platform that unifies data, devices and a cloud-first architecture to deliver real-time action, experiences and insights. Historically, the Q-SYS solutions were developed for use in large rooms and spaces. This quarter, we expanded our Q-SYS solution into smaller and medium-sized collaboration spaces with the introduction of the room suite modular system.

This gives customers the option to increase their room capabilities using audio, video and integrated networking, all supported by Q-SYS Reflect.

AIS continues to gain industry recognition. Earlier this quarter, the Q-SYS Room Suite modular system won the Best of Show Award at the ISE 2026 in Europe, the largest AV trade show in the world. While Q-SYS Loud speakers won in both the NAM Best of Show Award and in the NAM TEC awards. Distech Controls received the 2025 Global Company of the Year for excellence and integrated smart building solutions by Frost & Sullivan and won the smart HVAC Product of the Year category at the U.K. HVR Awards for our move.

Now moving to our outlook. Acuity Brands Lighting remains the best-performing lighting company in the world. Given our performance year-to-date and our expectations for the lighting market for the remainder of the year, we now expect our full year ABL sales performance will be flat to down low single digits year-over-year. We will continue to control what we can control.

We are focused on product vitality, elevating service levels, using technology to improve and differentiate both our products and how we operate the business and driving productivity. We are executing on our growth algorithm. We are managing gross profit margin through the combination of strategic pricing and product and productivity improvements. This positions us well for today and for the future.

Acuity Intelligence Space is strategically differentiated. We have unique and disruptive technologies that are driving productivity for people experiencing spaces and for the people providing those spaces. Our focus will continue to be on growth. and we have the opportunity to expand margins over time.

We are confident in the long-term performance of both the lighting and spaces businesses. We have demonstrated that we have dexterity in how we operate, enabling us to continue to execute in dynamic market conditions.

Now I'll turn the call over to Karen, who will update you on our second quarter performance.

Thank you, Neil, and good morning, everyone. Our strong execution delivered solid performance in the second quarter of fiscal 2026. We grew net sales, improved adjusted operating profit and adjusted operating profit margin and increased our adjusted diluted earnings per share.

For total Acuity, we generated net sales of $1.1 billion which was $49 million or 5% above the prior year. This was driven by growth in AIS, which included an additional month of QSC sales, partially offset by revenue declines at ABL.

During the quarter, our adjusted operating profit was $176 million, an increase of $13 million or 8% from last year. Adjusted operating profit margin during the quarter was 16.7%, an increase of 50 basis points from the prior year, with margin improvement at both ABL and AIS.

Our adjusted diluted earnings per share was $4.14, which was an increase of $0.41 or 11% compared to the prior year. primarily reflecting higher profitability and to a lesser extent, lower diluted shares outstanding.

ABL sales of $817 million decreased $23 million or 3% versus the prior year driven by declines in the direct sales channel. This was due in part to several large projects in the same period last year that did not repeat. Despite the sales declines, ABL delivered gross profit margin of 45.7%, an increase of 70 basis points compared to the prior year, driven largely by strategic pricing and product and productivity improvements.

Adjusted operating profit increased $1 million to $142 million, and we delivered adjusted operating profit margin of 17.3%, which was an improvement of 50 basis points compared to the prior year. This is a result of the improvement in gross profit margin.

As Neil mentioned earlier, this quarter, as a result of our productivity improvements, we took certain actions, including the reduction of labor. This resulted in a $6 million special charge.

Now moving to Acuity Intelligence Spaces. Sales for the second quarter were $248 million, an increase of $77 million driven by strong growth in Distech and QSC, and as a result of the inclusion of an additional 1 month of QSC compared to last year. AIS delivered adjusted gross profit margin of 59.1%, an increase of 60 basis points compared to the prior year.

Adjusted operating profit in Intelligent Spaces was $48 million, with an adjusted operating profit margin of 19.3%, which was up 60 basis points compared to the prior year.

Now turning to our cash flow performance. In the first half of fiscal 2026, we generated $230 million of cash flow from operations which was $38 million higher than the same period in fiscal 2025, primarily due to higher profitability. During the quarter, we repaid another $100 million of our term loan, bringing the total repaid this year to $200 million. We now have $200 million of the debt remaining from the financing of the QSC acquisition.

We increased our quarterly dividend during our January shareholder meeting by 18% to $0.20 per share, and we allocated $106 million to repurchase 318,000 shares.

In summary, our execution remains strong. ABL is driving margin improvement in the current market environment and AIS continues to perform. We continue to generate strong cash flow and allocate capital effectively, aggressively taking advantage of market dislocations.

Thank you for joining us today. I will now pass you over to the operator to take your questions.

Our first question comes from Joe O'Dea at Wells Fargo.

Can we just start on demand trends? And so when you think about what you've observed in ABL year-to-date and the prior outlook for up low single digits, you're now seeing kind of flat to down low single digits. Just additional color on these demand trends and in particular, what you're seeing in independent sales network, where things have trended softer regionally by end market?

And then on the direct sales network side of things, the project business that didn't recur, whether you had line of sight to that or if that was a surprise? And then long-winded question, but just what you're seeing on market share trends with respect to kind of the softer market you see versus peers. I guess some questions out there, whether price has any impact on demand trends for you.

Joe, anything else you want to add before we get started?

I got a follow-up too.

We'll save that for after we started. So let's first talk about general demand trends and I'd highlight really 2 things that we think are going on. The first, we've been highly consistent about, which is we believe that the market is looking for consistency or at least consistent direction around policy, around tariffs, around rates, et cetera. .

The second is the impact of data centers and their flow-through on everything else. So they're creating a bit of a crowding out, both from a labor perspective, and I'm sure we'll talk about memory at some point in the call, but their impact on the market is being felt.

The way that manifests is that we -- on the lighting side is there are a significant number of projects that or in queue and either our independent sales network or our direct sales network which are releasing at slower paces than they have historically. So our conversion rates are about the same, but the time to release is increasing. So we've talked about this in other quarters where we think there's sort of a gumming up that's going on in the marketplace. And that's really what we're seeing from a demand perspective.

Second, yes, on the direct sales network, we expected this. We had large projects last year, as Karen mentioned in the prepared remarks, which did not repeat. There are -- and there are large projects in the future, which will come along. So those are largely infrastructure projects.

We do think that those were at least mildly impacted. So this is not -- this obviously does not affect year-over-year, but they were mildly impacted by the government shutdown because basically, decisions, permitting and funding were stalled for a while. So there's a little bit of ripple effect that's going through that.

And I believe your third question was around market share and price. So we have no indication that we are down in market share. And as we've talked about in strategic pricing, what strategic pricing means for us generally is that we price our products to the value that they deliver to the market. number one.

Number 2 is we don't have necessarily a universal pricing strategy. In other words, at places in the market where we choose to be very competitive, we will be very competitive, and other places where we choose to take price, we will take price. The net of which is we're managing the relationship between top line and profitability while maintaining our market leadership position.

So I think those were the 3 questions. Did I miss anything?

No, you got all 3 parts, so I appreciate the color there. And then just a separate topic on the tariff side of things.

Some news last night on potential for a presidential proclamation that finished products made with imported steel and aluminum could be tariffed at 25% instead of 50% on just the steel and aluminum content. I'm sure things that are in process in terms of working through but how you're thinking about that?

It seems like something that would not have USMCA compliance protection. There's perhaps a 15% threshold below which you'd be exempt. So just big picture, how you're thinking about this development, any potential impact, are most of your products below that 15% steel and aluminum content?

Yes. Obviously, we're reading about this at the same time everyone else is, and we haven't seen whatever the order would be. So this would be speculation. But let me take a step back and talk about tariffs generally because I think it's a topic worth diving in a little bit about.

We have, in our opinion, the most dynamic, well-executed supply chain in the industry. So our ability to manage through the tariffs has largely been attributed to, a, strategy, b, hard work and c, kind of location and direction. So we've been able to manage through the process so far, largely through qualifying new suppliers, identifying appropriate location, reengineering products. In short, a tremendous amount of work by our team here.

And as a result, I think we're in a really strong position versus our opportunity. So when things like this change, we adapt to whatever that change is. And what we've demonstrated is that we can adapt very, very quickly. Big picture, most of our steel and aluminum 232 does go through USMCA. So that would continue.

And a large portion of our products are unaffected -- so because of the thresholds you described. Having said that, we haven't seen it yet. So that remains up for potential change if we see the order and it's somehow different than we expect.

Our next question comes from Chris Snyder with Morgan Stanley.

I wanted to ask on ABL gross margin. I don't think anyone would have expected ABL gross margins to be up 70 basis points year-on-year despite volume declines and a lot of the very clear tariff pressure in the market.

So can you maybe unpack a little bit the drivers there. I would imagine it's a combination of productivity and price cost. Kind of how is the company achieving that in an industry that's known to be so competitive, and then I guess just looking forward, what gives you confidence that ABL gross margin can continue to grow after all the expansion we've seen already in the last 3 years?

Yes, Chris, I'll start, Karen, dive in if I leave anything out. So big picture, kind of this time last year, around this time last year, we talked about the impact of tariffs and our need to basically take a year to work through the productivity necessary to regain kind of where we were.

So the quick summary, Chris, is that we're working through the productivity as we described to catch up the year of tariff impact on our gross profit margin. So sort of similar to the tariff answer I gave a second ago, it's a lot of hard work around product and productivity improvements. So that is the redesigning of products, that's the redesigning of our manufacturing footprint, that's the inclusion of some automation, it's a combination of things which are driving that.

So as we look forward then around our product and productivity improvements, we're confident in our ability to continue down this path. So -- and it's not magic. It's hard work, but there's a lot that goes into that. So it's the impact of some of the technology investments that we're making in the line, it's the better smarter, faster operating system and how we reengineer basically everything that we do. So as we look forward, the combination of product changes of productivity in our facilities, of our material productivity will continue to drive the increases in gross profit margin.

I appreciate that. And I want to follow up on, I guess, it's been going on for a while, this intersection of kind of technology and industrials and it's -- I think it's intensifying now with AI and what that can mean. And I wanted to just ask you, Neil, just given your background, what does this intersection of AI and I guess, specifically building controls, what does it mean for Acuity? Do you view it as more opportunity than risk? And ultimately, why do you think Acuity is positioned to win as AI more increasingly penetrates the building?

Yes, thanks for that question. I think I'll take a big picture perspective on this and then dive into the impact on both AIS and ABL. So as you mentioned, I've been through these transformations before, and they rhyme if they're not always completely consistent. And you've heard the truism that the impact in the short term is generally overestimated and the impact of the long term is underestimated.

And my view is that, that will be true in spades in AI. I would say I and we are AI maximalist. We are incredibly positive on the impact it's going to have on our business. that I do believe, though, that with AI, it will be -- the benefits will be spread across everyone, so everyone will get some benefit and declare victory. There will be a subset, though, that have tremendous benefit. And those are the companies and organizations that have the scale, the resources and, most importantly, the ability to use technology to change their businesses.

And the hard part is changing the business, and that's what we're really good at. So I think that, that positions us extremely well. Then the impact of that technology manifests itself really in 2 ways. It manifests itself in the products that we present to our customers and end users and in how we operate the business.

So specifically to your question around AIS, that would be a good example of where the AI inserts into the products and services that we present to customers and end users. That will drive the data integration between Atrius, Distech and QSC. It will drive the data integration among the different components of each of Distech and QSC, for example. And we're well underway with that process now.

Second, around ABL. This gives us a new tool to your -- the first half of your question to continue to drive the impact on the business through the reengineering of the processes which are core to the execution of the business. And that's a process we're underway with now, we're at the beginning stages of as well.

So if you take the 2 together, then we have the opportunity to impact the -- both the products that -- and services that we provide to customers and users as well as driving the productivity in our business. So we're net very, very positive.

I think the negative cases that are talked about generally, at least as it relates to kind of where we live in the market, put software aside for a second, are built on the premise that AI can do anything. And while that may be true, just because you can doesn't mean you should or you will. And so if we think about where our end users and customers are going to devote their resources, it's probably not going to be figuring out how to dim lights or connect cameras and displays in their corporate conference rooms or in their entertainment parks or in their NFL stadiums.

So we feel really, really good about where we sit, number one, about our ability to capitalize on AI number 2 and number three, the ultimate defensibility of both of those.

Our next question comes from Ryan Merkel with William Blair.

Neil or Karen, can you comment on if you're seeing any cost pressures? And are you considering raising prices in the second half of the year?

Yes, Ryan, let me start with what Neil was talking about with the impact of data centers first. So with the impact of data centers, obviously, that's had some impact on labor availability, which is impacting demand, but it's also impacting memory availability. So when we think about that, we think about it as a supply shock, just like others that we've had in the past.

And here's what we're focused on, similar to what we've done around tariffs. First, we want to make sure we have the right availability of components for our customers. And then second, we will make sure we cover the dollar impact of any of those increases. And then finally, over time, we'll make sure to address any margin impact just like we've done and Neil described with the tariff situation.

So that's really where we're seeing a little bit of the pressure right now, but we will manage through it as we've done before.

All right. Got it. And then my second question is on AIS. Can you just comment on if the outlook has changed and what kind of demand signals you're seeing right now?

Yes, I'll take that one, Ryan. The short answer is no. But the longer answer is we feel really good about how this business is coming together. So we are now anniversarying QSC as part of our organization. So it's kind of hard to believe it's only been a year. But they are fully integrated now as part of AIS. They are -- we are seeing the benefits. They are seeing the benefits of being part of Acuity. We are seeing the benefits of putting Atrius, Distech and QSC together.

So we feel really, really good about where they stand. In terms of kind of long-term opportunity, both in the building space -- well, in the building space, in the integrated AV space and then in the consolidated space, we feel exactly the same as we have before. So the short answer is we feel really good about where we are. If we take the first half they're spot on from a top line perspective where we expect them to be, and we feel good about where they're positioned for the future.

Our next question comes from Christopher Glynn with Oppenheimer.

A lot of interest in ground covered here today. I had a question on the ABL outlook for kind of flat to down now. That arguably suggests the second half shows a little more resilience in the year-over-year versus the second quarter or probably no worse. But it might be intuitive that the data center draw on the rest of the market might be intensifying. So just wanted to put some qualitative on that kind of top line indication you gave for ABL.

Yes, I'll take that one and then Karen, if I leave anything off. So first, I'd say, basically, for the first half of the year, ABL is basically down about 1%, and we have really tough comps from all of the order ahead from this time last year, now that we're starting to anniversary. So that's the synopsis basically of what's going on at ABL.

I think going into the year, it's fair to say we had expectations that then became hopes, which now we don't count on anymore that the market would start to normalize and free up a little bit. So you know everything that's happened between when we made that plan and where we are from a global macro perspective at this point. So that's largely what's going on.

And then we're executing through that. I'd tell you an anecdote to explain kind of the impact of data center. So I was talking to one contractor who is actually a Distech supplier, a mechanical contractor who does a lot of data center work. And what he said to me was, I think, 3 things, which I found really interesting.

The first is that they could devote 100% of their capacity to data centers, and they have twice the margin on data centers that they have on anything else. The second thing he said was they're not going to do that, though, because he recognizes that data centers won't last forever, and he doesn't want to alienate all his existing customers for the next stage. So people are starting to see or to balance for that.

And then finally, he said, basically, all of his controls people, their business at this point is to rip everything else out and replace it with Distech because they think Distech performed so well. And the reference project he gave me was the at Atlanta Hartsfield. So it's the first time in 25 years, anything other than the legacy provider has been in Hartsfield and now Distech is. So that's a quick synopsis and the color of like the texture of how this is playing out on the ground.

Nice anecdote on Distech there. And then I just wanted to follow up on capital allocation. With the stock going down, it might have guessed you buy back more shares. You see really intent on eliminating the Distech debt, but optically, at least the leverage is negligible. So just curious how you're thinking about that. And then the third component that I didn't mention would be the pipeline.

Yes. So spot on. When -- as Karen indicated in her prepared remarks, when we see an opportunity, we attempt to realize it on the share repurchase perspective. So yes, we're -- we've obviously blown through what we had set as our original expectations. And obviously, we will continue to do that as we see the stock where we think it's kind of at attractive levels.

The second on the pay down of debt, that simply is a function of we have that much cash. So there's no reason to have a negative carry while we're there. We would be completely comfortable operating with leverage where we do find the appropriate use for that leverage, which gets me to the third point, which is acquisition pipeline.

So we continue to have strong pipeline opportunities. Our focus continues to be on expanding AIS and making it a continuingly large part of the business. So our priorities remain the same. We'll invest to grow the current businesses. And that kind of through things like CapEx, made me through things like OpEx if we want to accelerate organic product development, number one.

Number two, as you saw, we increased the dividend in January for the year. Number three, we have a strong pipeline for acquisitions. And then number four, when we see ourselves in situations like this where the multiple compresses so dramatically, we see an opportunity to repurchase and we do.

Our next question comes from Brian Lee with Goldman Sachs.

This is Tyler Bisset on for Brian. I guess just first, can you provide any additional commentary on the cross-selling opportunity with QSC? And I guess, what has been the early customer feedback so far? And how are you envisioning the continued rollout of this product?

Yes. So let me start first and foundationally, they are the leading full stack AV provider in the world. So we highlighted the ISE Best & Show Award because that literally the global center of the industry, which basically says they're -- that's the industry saying they're the best in the industry.

So there's a strong foundational opportunity to continue to grow what they currently have. The opportunity for cross-sell is then kind of the cherry on top, if you will. So that is coming through in examples we highlighted in the last call, where, for example, we integrated some Distech products, the recent move with Q-SYS and the broader Q-SYS kit to provide a unique office solution in India.

So second, we have, interestingly, a large overlap of customer base. So I like to -- I used to like to say about Distech and now I can say the same thing about Q-SYS which is that the smartest customers buy our products. So our end-user councils end up being a lot of the same folks. Interestingly, though, even in those, it's not necessarily the same individuals who are making those decisions.

So we believe that the cross-sell opportunity ultimately is end user driven where the companies start to realize the benefit at a more senior level than these individual products have historically been evaluated. And that's what we mean when we talk about driving productivity for the people in the spaces and the people who are providing those spaces.

So that's -- we see good traction on that. And then finally, we also see some traction around AIS and ABL cross-sells, which will be a topic for a later conversation.

Our next question comes from Jeffrey Sprague with Vertical Research Partners.

I wonder if you could just kind of come back to the question of memory, and certainly, the color on data center crowding out contracting is certainly very interesting. I'm kind of more curious just on the kind of core supply side of memory, sort of the nature of memory that you yourself need for your business and whether or not you actually do have a secure source of supply here as things get much tighter.

Yes. Thanks for the question, Jeff. As Karen mentioned, this is a supply shock, and we're starting to see a continuing cadence of supply shock. So I guess pretty soon, we're not going to have to call the shocks anymore, but we'll call them supply something else. In this case, and our playbook for dealing with this is, first, to ensure that we have availability, second, to cover the dollar cost impact through multiple ways. That's productivity and price.

And then finally, regain the margin, and you kind of watched us do that with ABL. We're doing the same thing here.

So yes, we've started by ensuring that we have availability. It's a dynamic market. This is a market that's changing on a monthly basis. But we are generally very well positioned for availability. And that's obviously the primary thing that we're going to be focused on. So our long-term view, I don't know that we have a different long-term view or any greater insight than what you've heard from the general market.

I would say that our general view is that while it's really, really tight right now, it is still very fluid. So it is -- we expect it to be bumpy. So we've done things like extend some purchasing in advance, funding in advance so that we make sure that we have availability. And we're going to ride out a little bit to see where availability and price goes over the next kind of 6 to 12 months.

Is the reduction in your top line forecast specifically tied to not having as much memory as you would have needed to make that other forecast?

No, there's no impact. Most of the memory would be at AIS, not at ABL.

Okay. Great. And then I was just wondering if you could maybe elaborate a little bit more on the restructuring actions. Is this another one of many that might be coming? Or should we view this as sort of a one-off action here? And what kind of payback do you see on the actions that you took here in the quarter?

I'll start, Karen, you clean up. So big picture, I want to emphasize that we've done a lot -- this is all ABL related. We've done a lot over the last 6 years to increase our productivity. That increase in productivity has increased our -- as a result, has increased our capacity. So we have significant capacity.

That positions us well for 2 things. One is to realize some short-term benefits when the market presents us with the need to, and then the second is to meet whatever opportunity is there is going forward. So specifically this time, we started to reduce some of the labor in our manufacturing facilities as a result of this productivity improvements and the current demand levels. That's the primary piece of what we did.

Second, we changed a little bit of how we're operating the sum of parts of the go-to-market as well. which was more minor. So those are -- this was not an isolated action. So we will continue to view how our manufacturing network and our supply chain are positioned given this increase in productivity. But that will take us years, not quarters.

Our next question comes from Robert Schultz with Baird.

I'm on for Tim this morning. Neil, earlier in the call, you referred to the gap between quoting activity and releases. What do you think we really need to see for that gap to close? And just how would you frame current sentiment from agents within your independent sales network today?

So I want to contextualize this and then I'll answer your specific question. So contextually, our conversion rate is basically the same that it's always been. So that's a 15-year observation, not a 2-quarter observation. So having said that, the time between quote and release of the projects is -- has gotten longer through this period than it has been in the past.

So if you deconstruct that, that says, effectively, there's still a lot of projects in the pipeline and they're releasing at a slower rate. Our hypothesis is that this is related to things like labor and crowding out that we talked about earlier and maybe some uncertainties around the policies, tariffs, et cetera. So that's the nuts and bolts of how it happens or how it is happening.

In terms of the independent sales network, their view is generally relatively positive. So we survey them regularly. We talk to them even more regularly. They are still in hiring mode, so they're adding headcount, which they are -- remember, they're independent small-, medium-sized businesses. So that comes out of their pocket. So I would say that their general view is that we will -- this will improve over time.

Got it. And then just as it relates to the ABL guide and the revision in sales there. Is there any changes to what you guys are thinking about SG&A spend in the back half of the year?

Well, obviously, we've already taken some actions around SG&A. And as we indicated, as Karen indicated in our prepared remarks, we are managing SG&A really aggressively through this period. So Karen, would you add anything to that?

Yes. No, I think that's fair. As Neil mentioned, the charges that we took this quarter at ABL will impact a little bit of the SG&A spend as well, and we just continue to manage aggressively in this market.

We also, though, will continue our investment in technology. So just to finish that point, Rob, we will continue our investment in technology. Obviously, I covered that pretty extensively earlier, but we will continue that investment.

Our next question comes from Joe O'Dea with Wells Fargo.

This one is a quick one. But just on the guide, you talked about ABL. Just in terms of AIS revenue, are you still looking for low to mid-teens growth there for the year? And then any change to the EPS guidance range?

Yes, Joe, thanks for asking. Yes, no change to AIS growth still low to mid-teens and no change in EPS as well.

And I'm showing no further questions in queue at this time. I'd like to turn the call back to Neil Ashe for any closing remarks.

Great. Well, thank you all for joining us this morning. I would say that I am pleased and proud of the execution that our company is showing through this dynamic market environment. At ABL, we are clearly the market leader. We are managing gross profit margin despite lower sales. At AIS, we are differentiated and we continue to grow and change the industry. So I feel really good about where we are going forward, and we look forward to talking to you again in another quarter.

This concludes today's conference call. Thank you for participating. You may now disconnect.

Good morning, and welcome to the Acuity Fiscal 2026 First Quarter Earnings Call. [Operator Instructions] Please be advised that today's conference is being recorded. I would now like to hand the conference over to Charlotte McLaughlin, Vice President of Investor Relations. Charlotte, please go ahead.

Thank you, operator. Good morning, and welcome to the Acuity Fiscal 2026 First Quarter Earnings Call. On the call with me this morning are Neil Ashe, our Chairman, President and Chief Executive Officer; and Karen Holcom, our Senior Vice President and Chief Financial Officer. Today's call will include updates on our strategic progress and on our fiscal 2026 first quarter performance. There will be an opportunity for Q&A at the end of this call.

As a reminder, some of our comments today may be forward-looking statements. We intend these forward-looking statements to be covered by the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, as detailed on Slide 2 of the accompanying presentation. Reconciliations of certain non-GAAP financial metrics with their corresponding GAAP measures are available in our 2026 first quarter earnings release and supplemental presentation, both of which are available on our Investor Relations website at www.investors.acuityinc.com.

Thank you for your interest in Acuity. I will now turn the call over to Neil Ashe.

Thank you, Charlotte, and thank you all for joining us today. We delivered strong performance in our first quarter of fiscal 2026. We grew net sales. We expanded our adjusted operating profit and adjusted operating profit margin, and we increased our adjusted diluted earnings per share. We generated strong cash flow and allocated capital effectively. Acuity Brands Lighting performed well in a tepid lighting market. This is the result of the cumulative effect of our strategy to increase product vitality, elevate service levels, use technology to improve and differentiate both our products and how we operate the business, and to drive productivity.

Our product vitality efforts continue to deliver value for our customers and for us. This quarter, we launched our new EAX Area Luminaire product family by Lithonia, an outdoor luminaire that can be used in any environment, from walkways to large parking spaces. EAX is available in our Design Select portfolio and has over 60 configurable options, including an option to embed our nLight controls. This makes it easier for our agents to choose the right option for our customers and ensures flexibility for multiple types of projects.

ABL is winning in new markets through the combination of our luminaires and electronics. Interestingly, our Nightingale brand won several 2025 Nightingale awards by Healthcare Design Magazine because of our patient-centric approach to product design. Our Nightingale solutions are engineered with the entire patient journey in mind, creating an environment that supports medical teams while ensuring patient and visitor comfort. For example, the Attend sconce and the Assure nightlight deliver functional low-level illumination that supports patient sleep while enabling caregivers to perform essential duties.

In the Refuel segment, we continue to expand and upgrade our lighting solutions. We initially entered the market with the development of our canopy lighting products. In this quarter, we began delivering a comprehensive offering by incorporating AIS products, including our Atrius software and Distech controls into the Refuel solution. By addressing the canopy lights outside to refrigeration controls in the back of the convenience store and everything in between, we are creating value throughout the location.

The industry continues to recognize the strength of our products. This quarter, several products in our portfolio were awarded GRANDS PRIX DU DESIGN Awards and LIT Lighting Design Awards. Two products recognized by both include the Cyclone Lupa, a contemporary outdoor luminaire that focuses on pedestrian safety and security in public spaces like campuses, parks and city streets. And the Eureka segment, a slim minimalist linear LED pendant light designed for a variety of indoor commercial and hospitality environments.

Now switching to Acuity Intelligent Spaces, which continues to deliver strong performance. Through Atrius, Distech and QSC, we have unique and disruptive technologies that are driving productivity for people experiencing spaces and for the people who are providing those spaces. Spaces that range from amusement parks to theaters, university campuses to health care facilities, sports stadiums to your office. Atrius and Distech control the management of the space and QSC manages the experiences in the space. Over time, we will use data from both to enhance productivity outcomes through data interoperability. Taken together, this is how we can make spaces autonomous.

This quarter, we began to change customer outcomes by combining our Distech Resense Move and our Q-SYS platform. Resense Move is a multisensor device that uses thermal, light, sound, air quality, temperature and humidity sensors with AI at the edge to help users understand how their space is being used. The data collected by the Resense Move drives changes in the room, including the ability to adjust the screens, cameras and microphones from our Q-SYS platform. Q-SYS Reflect is then able to monitor outcomes and performances of the devices within the room. We are then able to further layer lighting controls and shade controls into the solution for an autonomous room experience. We demonstrated this solution to a large multinational technology company in our experience center and they chose to implement it throughout their headquarters.

AIS is also being recognized for the strength of their product portfolios. During the quarter, Atrius facilities was named a winner in the smart buildings category of the 2025 Facilities Net Vision Awards. Our Q-SYS Fullstack AV Platform won the National Systems Contractors Association's Excellence in Product Innovation Award in the category of Best Centralized AV Platform for Command and Control. And our Q-SYS Core 24f processor was recognized with the ProAV Best in Market 2025 Award.

Before I turn the call over to Karen, I want to reiterate that both ABL and AIS are performing well in a challenging market. In Acuity Brands Lighting, we continue to experience a tepid lighting market. The market appears to be waiting for clarity around interest rates, inflation and policy. In Acuity Intelligent Spaces, Atrius, Distech and QSC are working well together, both from a customer perspective and an operational perspective. Our AIS business is strategically differentiated and positioned for value creation. We continue to control what we can control, and we are confident in the long-term performance of both the lighting and spaces businesses.

Now I'll turn the call over to Karen, who will update you on our first quarter performance.

Thank you, Neil, and good morning, everyone. We had a strong start to fiscal 2026. We grew net sales, improved adjusted operating profit and adjusted operating profit margin, and increased our adjusted diluted earnings per share. For total Acuity, we generated net sales of $1.1 billion, which was $192 million or 20% above the prior year. This was driven by growth in both business segments and includes 3 months of QSC sales.

During the quarter, our adjusted operating profit was $196 million, up $38 million or 24% from last year. Adjusted operating profit margin during the quarter expanded to 17.2%, an increase of 50 basis points from the prior year. Our adjusted diluted earnings per share was $4.69, which was an increase of $0.72 or 18% over the prior year. ABL delivered sales of $895 million, an increase of $9 million or 1% versus the prior year, primarily as a result of growth in the independent sales network. As we mentioned last quarter, the independent sales network benefited from an elevated backlog that resulted from orders that were accelerated in advance of price increases in the back half of fiscal 2025. The higher backlog favorably impacted the fourth quarter of last year and the first quarter of this year. Adjusted operating profit increased $6 million to $160 million. This improvement was driven by our efforts to lower operating expenses. We delivered adjusted operating profit margin of 17.9%, which was up 60 basis points compared to the prior year.

Now moving to Acuity Intelligent Spaces. Sales for the first quarter were $257 million, an increase of $184 million with the inclusion of 3 months of QSC. Both Atrius and Distech combined and QSC grew in the mid-teens this quarter. Our AIS business also benefited from an elevated backlog that resulted from orders that were accelerated in advance of price increases in the back half of fiscal 2025. The higher backlog favorably impacted the fourth quarter of last year and the first quarter of this year. Adjusted operating profit in Intelligent Spaces was $57 million with an adjusted operating profit margin of 22%, which was up 100 basis points compared to the prior year.

Now turning to our cash flow performance. In the first 3 months of fiscal 2026, we generated $141 million of cash flow from operations, which was $9 million higher than the same period in fiscal 2025, primarily due to higher profitability. During the quarter, we allocated $28 million to repurchase over 77,000 shares at an average price of around $357. We additionally repaid another $100 million of our term loan during the quarter and have now repaid half of the $600 million of debt used to finance the QSC acquisition.

In summary, we started the year with strong performance. We grew net sales, improved margins and increased adjusted diluted earnings per share. We generated strong cash flow from operations and allocated capital effectively.

Thank you for joining us today. I will now pass you over to the operator to take your questions.

[Operator Instructions] Our first question comes from Chris Snyder with Morgan Stanley.

I wanted to ask on gross margin. Typically, every year, I think gross margin peaks in Q3 and then steps down in Q4 and again sequentially into Q1 on the volume declines. The last couple, those step-downs have been more significant, I guess, on a 6-month basis than typical, which I assume is the result of tariffs coming in and pressuring that margin rate. But I guess as we look forward, and it seems like that's now in the base, do you think the business is positioned to kind of deliver typical gross margin seasonality, including the step-up into the back half of the year? Any color on that would be helpful.

Chris, I'll start, and then Karen, please fill in. So first of all, I think you're really referring to ABL when you talk about that kind of gross margin profile. There is so much noise, I think, in the last, call it, 9 months, and that will work its way through the system over the next several. So I think a couple of things are going on. First of all, obviously, the tariffs, as you mentioned, those have been inconsistent. So I think the headline is they all happen on April 2, but that's not really what's happened. So there's been a series of different, the 232 tariffs, the steel, those sorts of things that have come in and out at different times. So we have then reacted to that by driving and accelerating productivity efforts, number one; and then number two, taking price strategically in different parts of the portfolio. That's what you see kind of cascading through the income statement today.

As we look forward, and I say this not on a quarter basis, but on a longer-term basis, we're confident in our ability to continue to drive the margins at ABL. So as we've said, we're targeting 50 to 100 basis points of operating profit margin improvement per year. We're kind of right in that range now. It just so happened this quarter that we benefited more from OpEx than we did from gross profit margin. But we feel really good about where we're going. It doesn't mean that everything is going to go up every quarter, but we feel good about where we are.

I appreciate that. And then maybe just a follow-up on some of the ABL commentary. I think typically, we would see a pretty material step-down in ABL SG&A from Q4 to Q1 as the volumes drop. I know the OpEx there did come down, but it was pretty muted step down Q4 to Q1. Is that a function of some of these productivity investments you just referenced? Or are there other things that are kind of going on, on the OpEx line within SG&A?

Karen, do you want to take that?

Yes. I think, Chris, overall, when we look at OpEx and you see what ABL did in the third quarter of last year, we started to take costs out. So when you look at the fourth quarter and the third quarter, that really is reflective of a lot of those realigning the work and taking some of the costs out of the business. So that's probably why it was a little bit more muted as we had already taken a good chunk of those costs out. But overall, we were focused on driving that operating profit margin improvement year-over-year, and they improved by 60 basis points despite the decline in gross profit that we talked about. So we feel really good about their performance this quarter.

Our next question comes from Tim Wojs with Baird.

Maybe just my first question, Neil, you talked about some, however you want to call them, cross-sell deployments between ABL and AIS and both the fueling market and in some office markets. As you're kind of going through those types of sales and those types of RFPs and things, are there any sort of gaps in terms of the product portfolio that you're kind of finding that you need? Or do you feel like the products that you have in both of those spaces is kind of good for what you're trying to do in those verticals?

Yes. Great question, Tim. And let me start philosophically first, which is that it's our view, it's my view that cross-sell opportunities should be driven by customer. So if the customer realizes the benefit that we're providing across an entire solution, then that will get pulled through the channel as opposed to us trying to push it. So that's our philosophy. So as a result, when we start to talk about these things, it will be because customers have pulled them through, not because we're aggressively pushing them. So net-net, it might take a little bit longer, but we'll have a much more durable relationship with those customers.

We chose to highlight the 2 that we highlighted. So first, within AIS, the cross-sell opportunity between the Distech portfolio and the Q-SYS portfolio, because it really was the first coming together of the basically inside the space and the management of the space. So that is for the benefit of autonomous room experience. So there are things we can add to that experience for sure, but they're not required to provide the solution that we provided.

I think the Refuel is even at least as interesting in that, that now spans the entire company. So obviously, the Refuel effort was one that was started in the Lighting business. But quickly, you realize that the 2 most important things for the convenience store to get people into the store and then from a cost management perspective inside the store to manage the refrigeration inside the store. So Distech can provide that. I am super-pleased by how our teams have worked together to provide those solutions. So there are other things in that store, for example, that we don't provide, like digital signage, but basically, they're coming together.

Now where we go from here are there are continued opportunities to expand those product lines. So maybe not for those specific examples, but for others that provide us both organic and inorganic opportunities to add to the portfolio of AIS over the next 2 years or so. And we're pretty enthusiastic about what those opportunities are.

Okay. Super. And then I guess just a modeling question. Karen, I guess, in both of the segments, you talked about kind of executing on an elevated backlog over the last 2 quarters. I guess is the insinuation that, that is kind of behind you and maybe there's a little bit of slower growth over the next couple of quarters as you kind of -- the market -- the company kind of grows closer to the market versus the market plus backlog?

Yes, Tim, I think that's right. Historical seasonality is going to be a little bit skewed as we look ahead to Q2 based on those accelerated orders and coming into the first quarter with a little bit of a higher backlog. So as we said in the prepared remarks, both ABL and AIS were favorably impacted from that higher backlog. And so the first half, I would say, is going to be more representative of normal seasonality, but Q2 could be down a little bit more than normal.

Our next question comes from Christopher Glynn with Oppenheimer.

Just wanted to talk about some of the divergence with ISN and DSN. They kind of diverged a little more than normal in the quarter. I know you called out the backlog strength really impacting the ISN space, but maybe some other factors beyond that, it was a pretty wide divergence.

Yes, Chris, I think that's a good call out and thanks for the opportunity to talk about them. When I look at the business, I tend to combine them. So if you look at them on a combined basis, that's basically exactly where we expect it to be. Accounts move between the 2 of them. So that's a little bit of the noise that exists there. But if you take them together, we're kind of exactly where we expect it to be.

Okay. I'll think about that and follow up later, but I appreciate that. And then a lot of talk about the gas station under canopy, the in-store opportunity there today and combining Q-SYS. You also acknowledge some things you don't have like the signage. And there is a player there that's pretty established with that broad channel strategy. So it was interesting you called out some of the differentiating factors and some of the lack. Where are you in terms of meeting your penetration goals there? Is this a bit of a dog fight? Or are you availing some clear runway?

I would say that we're really pleased with our entrance into the market. And taking a step back, this is what I wanted our company to demonstrate, to itself first and to everyone else second, is that we can identify an organic opportunity that has some size, and we can develop the product portfolio, the go-to-market strategy and the entrepreneurial spirit to go attack a new vertical like that. So by all metrics, we're succeeding in that effort. So we're not going to be the only player in that market, and that market is a comparatively small part of our company. It's decidedly not our whole company.

But this is a muscle that we want to build, so that we can apply it here where we're doing really, really well. And in other areas like health care, where we're doing well, like sport lighting, where we're starting to come in, and others as we go along. So I think the real read here is our ability to attack an area that was not initially in our purview or not historically in our purview and to build both the business model, the product portfolio, the go-to-market that's necessary to be successful there, and that's kind of what's happening.

Our next question comes from Michael Francis with William Blair.

This is Mike on for Ryan. I wanted to start with just a cleanup. I saw there wasn't the guidance in the PowerPoint. Is there anything that's changed in the outlook?

Yes. Michael, in the presentation that Charlotte will post after the call, you will see just the same slide with the sales and EPS guidance that we provided in the fourth quarter. So no, nothing changed there.

Okay. Understood. And then I wanted to talk about gross margins on the AIS side. Would 60% were to be considered a ceiling? Or do you think there's more you can do there?

I think we're good -- Mike, I think we feel good about 60%. So as we continue to grow, we will focus on 2 things. One is that the level of margin in that business demonstrates the strategic value of the controls that we provide. So that's a recognition, I think, of the strategic importance of the business there. As we add products to that portfolio, we may choose to add some additional business models that maybe are slightly lower margin, which will balance it out a little bit. But net-net, we feel really good about kind of where that is.

Okay. And then I wanted to hear -- it seems like end markets haven't changed at all. I wanted to hear if anything has changed in the quoting environment with that backdrop? And any color from the channel would be helpful.

Yes. First, on the lighting side, I would say that as we've said for, what, the last, Karen, 3 quarters, it's kind of a tepid lighting environment. We would like the lighting market to be a little bit stronger. All indications we have are that we are at least holding, if not accelerating our position in the market. So it is where it is. And as I'll point out, I'd like to point out, you can't build a space or touch a space without touching the lighting. So kind of lighting is all spaces at this point, and we are obviously the best performing player in those spaces. So yes, would we like the lighting market to be a little bit stronger? We would. And at some point, it will, and we'll benefit from that.

On the AIS side, we've got disruptive businesses there that are effectively growing through market environments because of their ability to take share from others. So there, they continue to perform despite the environment. And that doesn't mean they're going to be up as much as they are this quarter every quarter, but we feel good about kind of the trajectory that we're on in AIS.

Our next question comes from Jeffrey Sprague with Vertical Research.

I wanted to get your thought on tariffs. We have the Supreme Court ruling coming up on Friday, who knows what we get. But if tariffs were somehow ruled illegal, do you think you'd have to roll back price as tariffs came back? How do you think the channel would respond to that? Or is there a possibility to sort of get some spread there if we have a dramatic change in tariff regime?

Yes. Good question, Jeff. So let's take a step back, and I'll tell you what our working kind of hypothesis is and then what I think the practical implications of that are. Our working hypothesis is that things will stay mostly the same. So however it plays out, I'm not a legal expert, so I can't predict what the ruling will be or how they will rule, but it just feels like if there were a completely adverse ruling that there would be some counterbalance that would keep things roughly the same. The administration would have an alternative or that would be written in some way that things are mostly the same.

But let's go down the path of they are ruled, they are disallowed in some way and then we're there. The question then becomes, okay, so as the practical matter, we sell our product to a distributor. The distributor sells that product to the contractor, the contractor effectively sells that to the owner of the project. That's not the sales process, but that is the flow of revenue. So if we were to somehow kind of realize a benefit from a tariff like refund, who would we give it to? So as you push that down the slide, then the distributor -- we would have to assume that if we did, the distributor would give it to the contractor and that the contractor would give it to the building owner. I just don't think that seems reasonable.

So now if you look forward, then the second half of our expectation is that there would be a new market that everyone was adapting to, and we would need to adapt to that market from that point forward just like everybody else was. And we feel good about the dexterity we've demonstrated and our ability to kind of respond to that versus the rest of the industry.

Yes. No, it could be quite interesting if that happens. And then just sort of a quick one back on sort of the backlog normalization. Obviously, not a big backlog business in the grand scheme of things. But are backlog sort of in a normal spot now relative to what your top line guide is? Are we below normal around this kind of tepid outlook that you're talking about?

Yes. I think we're -- Jeff, now, like you and I have been having this conversation for now 5 years. And when I said 5 years ago, I wasn't -- what was normal was not normal, and then we've changed through that. I would say that the industry and we got accustomed to higher backlog levels through the post-COVID period, through kind of tariffs, price increases and whatnot. So we're now at backlog levels which are more consistent with what they were before all of those things happened. And therefore, our order rate is more consistent with our quarterly performance.

And that's what Karen was indicating. So there's still some noise from the price markets in the third quarter and the fourth quarter, which affected this, which is why she said we probably will see more seasonality in the second quarter, especially in the lighting business than we have historically. We're comfortable operating in both environments, but we would like the lighting market to be a little bit stronger.

And I'm showing no further questions in queue at this time. I'd like to turn the call back to Neil Ashe for any closing remarks.

So I think we had a really good first quarter. So both of our businesses continue to perform. ABL is clearly the best-performing lighting business in the world. We've demonstrated through our growth algorithm that we can separate ourselves from the market, and we feel good about kind of the long-term opportunity there to, a, continue to grow; and b, continue to improve margins. With AIS at both Atrius Distech and QSC, we have disruptive technologies, which are taking share in their marketplaces. Over the long term, we have great organic and inorganic opportunities there. So we're excited about those. So thank you for spending time with us this morning, and we'll look forward to talking to you again in another quarter.

This concludes today's conference call. Thank you for participating. You may now disconnect.

Good morning, and welcome to the Acuity Fiscal 2025 Fourth Quarter and Full Year Earnings Call. [Operator Instructions]. Please be advised that today's conference is being recorded. I would now like to hand the conference over to Charlotte McLaughlin, Vice President of Investor Relations. Charlotte, please go ahead.

Thank you, operator. Good morning, and welcome to the Acuity Fiscal 2025 Fourth Quarter and Full Year Earnings Call. On the call with me this morning, Neil Ashe, our Chairman, President and Chief Executive Officer; and Karen Holcom, our Senior Vice President and Chief Financial Officer.

Today's call will include updates on our strategic progress and in our fiscal 2025 fourth quarter and full year performance. There will be an opportunity for Q&A at the end of this call. As a reminder, some of our comments today may be forward-looking statements. We intend these forward-looking statements to be covered by the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, as detailed on Slide 2 of the accompanying presentation. Reconciliations of certain non-GAAP financial metrics with their corresponding GAAP measures are available in our 2025 fourth quarter earnings release and supplemental presentation. Both of which are available on our Investor Relations website at www.investors.acuityinc.com. Thank you for your interest in Acuity.

I will now turn the call over to Neil Ashe.

Thank you, Charlotte, and thank you all for joining us this morning. Our fiscal 2025 fourth quarter performance was strong, we grew net sales, expanded our adjusted operating profit and adjusted operating profit margin and increased our adjusted diluted earnings per share. Throughout fiscal 2025, we have demonstrated our ability to deliver growth and consistent operating performance that created stakeholder value and compounded shareholder wealth.

Acuity Brands Lighting delivered sales growth and improved adjusted operating profit and adjusted operating profit margin in the fourth quarter. This performance was driven by the execution of our strategy and the aggressive actions taken over the last 2 quarters to manage margins despite the dilutive impact of the combination of higher tariff costs and corresponding price increases. We have the most dynamic and resilient supply chain in the industry, and we have adapted faster and more effectively than our competitors. We have leveraged our multinational footprint to move away from higher tariff environments and optimize our supplier relationships.

We accelerated productivity efforts, including the evaluation of operating expenses and our organizational structure and ABL, and we continue to strategically manage price. I have spent the last couple of quarters describing how our electronics portfolio is a unique offering in the marketplace, extending from the drivers that power our luminaires to the sensors, controls and software which control light in a space and connect with the cloud seamlessly through our Atrius DataLab.

We're developing market-leading solutions that drive productivity for us and for our partners. A good example of this is the TLS, Twist-to-Lock sensor by SensorSwitch that offers time-saving solutions to contractors. TLS is an occupancy sensor designed for industrial spaces like warehouses and manufacturing facilities. It gives contractors the ability to easily add controls to any project, saving time and reducing complexity on the job site without the need for wires or separate installation.

Our visual suite of applications are automating manual processes across the key phases of a project, design, installation and optimization. These digital tools are designed to boost productivity, encourage collaboration and build contractor preference. Visual lighting and visual control help designers create lighting solutions by mapping digital floor plans, automating design audits and offering smart recommendations.

Visual installer gives installers real-time access to their design plans, enabling collaboration that results in an accelerated install and programming time line. And Visual Cloud optimizes project management, providing site access and team contacts, leading to simplified collaboration and an overall reduction in costs.

This end-to-end support improves the end user experience through increased productivity and lower costs. As part of our ABL growth algorithm, we are making organic investments for future growth, prioritizing verticals where we have not historically competed or where we are underpenetrated. This year, we strengthened our offerings across health care by launching the care collection and developing our Nightingale range of products.

Care Collection is a curated portfolio of lighting and lighting control solutions that have been designed for use in a health care environment, making it quicker and easier for customers and agents to select the products that they need. We introduced the Nightingale brand to expand our health care offering into in-room patient care.

Our team developed a series of lighting solutions that combines the functional needs of caregivers with the environmental needs of patients. In addition to Nightingale embrace that we previewed last quarter, we launched Respond and Observe. Respond is a multifunctional patient bed luminaire with ambient, exam, night observation and reading modes. Respond can be paired with sensor switch. Observe is a skylight that can be used in common areas and patient rooms and can switch between exam, ambient and sky modes also using sensor switch.

Nightingale has already received recognition from the industry. In the fourth quarter, it was one of several of our brands that were highlighted by the IES Industry Progress report awards that celebrates advancements in lighting products, research publications and design tools from the past year. Other products recognized include the IVO cylinders and Deep Regressed Downlights, HOLOBAY by Holophane, REBL Round High Bay and Wander Pathway by Hydrel.

Now switching to Acuity Intelligence Spaces, which had another strong performance this quarter. Through Atrius, Distech and QSC, we have unique and disruptive technologies that are driving productivity for people experiencing spaces and for the people who are providing those spaces. Atrius and Distech control the management of the space, and QSC manages the experiences in that space. Over time, we will use the data that they generate to enhance productivity outcomes through data interoperability.

During the quarter, Atrius, Distech and QSC each delivered strong results and are continuing to collaborate to explore new and interesting ways of working together. QSC is building the industry's most innovative full-stack AV platform that unifies data, devices and a cloud-first architecture to deliver real-time action, experiences and insights. The addition of QSC has evolved the geographic footprint of our AIS business, accelerating our multinational expansion.

One of the markets where we have already benefited from this is India, where we compete commercially and have an experience center that we expanded during the quarter. The center includes product demonstrations for various room types in high-impact spaces as well as design workshops and training for our ecosystem partners. This center also serves as a hub for intelligence spaces to develop collaborative use cases for future workspaces and is the first experience center to feature the integrated Acuity Intelligence Spaces offering.

Now I want to take a moment to review where our business is today and our view of how we are positioned for the future. Acuity Inc. is a leading industrial technology company comprised of Acuity Brands Lighting, which is the best-performing lighting and lighting controls company in the world, and Acuity Intelligence Spaces, which is a dynamic and growing building management and full stack AB business. We have transformed the company from principally a luminaires business to a data and controls and luminaires business, and position ourselves well for long-term growth.

Fiscal 2025 was an important year for us. We renamed our company, Acuity Inc., reflecting our evolution and aligning to our strategy of using technology to solve problems and create impactful experiences that shape help people live, work and connect. We continue to make our Acuity Brands Lighting business more predictable, repeatable and scalable. We realigned the business into luminaires and electronics and delivered improved financial performance. ABL is a high-quality strategic asset and a core pillar of our company.

In Acuity Intelligence Spaces, we acquired and integrated QSC. We have scaled AIS into a larger part of our overall company. At Acuity, we are doing things differently. Our values are at the core of who we are, guiding how we serve our customers, associates and communities. Each of our associates understands how we create value. We grow net sales, we turn profits into cash and we don't grow the balance sheet as fast. And we are empowered by our better, smarter, faster operating system to work in a structured and consistent way.

The combination of these things allows us to operate more productively with greater distribution of responsibility and accountability throughout the company. It is how we are able to react aggressively to changes in the macro environment this year and how we were able to quickly and successfully integrate QSC.

In Acuity Brands Lighting, we are focused on product vitality, elevating service levels, using technology to improve and differentiate both our products and how we operate the business and driving productivity. Our growth algorithm is clear. We will grow with the market, we will take share, and we will enter new verticals, and we have the opportunity to continue to expand margins.

In Acuity Intelligence Spaces, we are making spaces smarter, safer and greener. We have unique and disruptive technologies that are driving productivity for people experiencing spaces and for the people who are providing those spaces.

Our focus in AIS will continue to be on growth with the opportunity for margin expansion. We are effective capital allocators. We have grown our business organically and through acquisitions. We have rewarded our shareholders with increased dividends, and we have been opportunistic in repurchasing more of our outstanding shares. Acuity is positioned for long-term growth. We are innovators, disruptors and builders who are creating stakeholder value and compounding shareholder wealth.

Now I'll turn the call over to Karen, who will update you on our fourth quarter performance.

Thank you, Neil, and good morning, everyone. We ended fiscal 2025 with strong fourth quarter performance. We grew net sales, improved our adjusted operating profit and adjusted operating profit margin and increased our adjusted diluted earnings per share. For total Acuity, we generated net sales in the fourth quarter of $1.2 billion which was $177 million or 17% above the prior year. This was driven by growth in both business segments and includes 3 months of QSC sales.

During the quarter, our adjusted operating profit was $225 million, up $47 million or 26% from last year. This improvement was due to the growth of AIS, including the acquisition of QSC and the result of actions taken at ABL to control operating expenses. Adjusted operating profit margin during the quarter expanded to 18.6%, an increase of 130 basis points from the prior year. This quarter, there are a few additional non-GAAP adjustments to call out. First, there is a noncash charge of approximately $31 million, resulting from the derisking of our qualified pension plans in the United States and Mexico.

As we said last quarter, over the last few years, we have taken steps to simplify and minimize the future impact of our pension obligations on the company. Through our investment policies and capital allocation decisions, these pension plans were overfunded. And as a result, we transferred the majority of the related obligations to a third party.

Our U.K. pension plan transfer is anticipated to be completed in the first quarter of fiscal 2026, and we expect to take an additional noncash GAAP charge of around $10 million at that time. This quarter, we also recognized a onetime tax benefit of $8 million. After non-GAAP items, our adjusted diluted earnings per share was $5.20, which was an increase of $0.90 or 21% over the prior year.

ABL delivered sales of $962 million, an increase of $7 million or 1% versus the prior year driven by growth in our independent sales network of $25 million or 4%, partially offset by declines in corporate accounts and our direct sales network. Adjusted operating profit increased $22 million to $194 million, and we delivered adjusted operating profit margin of 20.1% which was up 210 basis points compared to the prior year. This improvement was driven largely by the intentional actions we took in the third quarter to reduce operating costs and our increased focus on productivity.

Now moving to Acuity Intelligence Spaces. Sales for the fourth quarter were $255 million, an increase of $171 million. Atrius and Distech combined grew approximately 13%, while QSC grew approximately 15% year-over-year. Adjusted operating profit in Intelligent Spaces was $55 million with adjusted operating profit margin of 21.4%.

Now turning to our cash flow performance. During the fiscal year, we generated $601 million of cash flow from operations, which was $18 million lower than last year, primarily due to the acquisition-related items, the timing of tariff payments and accelerated inventory purchases driven by the tariff policy.

In fiscal 2025, we continue to allocate capital effectively and consistent with our priorities. We invested for growth in our existing businesses, allocating $68 million to capital expenditures. We invested over $1.2 billion in acquisitions and repaid $200 million of our term loan, including an additional $100 million this quarter. We increased our dividend by 13% and allocated around $119 million to repurchase approximately 436,000 shares at an average price of around $270.

Since the beginning of the fourth quarter of fiscal 2020, we have repurchased approximately 10 million shares at an average price of around $150 per share, which was funded by organic cash flow. This amounts to about 25% of the then outstanding shares.

I now want to spend a few minutes on our outlook for 2026. Consistent with our prior practice, we are going to provide annual guidance anchored around net sales and adjusted diluted earnings per share. We will also provide you with certain assumptions, which you can find in the supplemental presentation available on our website after the conclusion of this call.

For full year fiscal 2026, our expectation is that net sales will be within the range of $4.7 billion and $4.9 billion for total AYI. This is based on the assumption that ABL will deliver low single-digit sales growth and AIS will generate organic sales growth in the low to mid-teens. We expect to deliver adjusted diluted earnings per share within the range of $19 to $20.50.

In summary, we delivered strong performance in fiscal 2025. We grew net sales, improved margins and increased adjusted diluted earnings per share. We generated strong cash flow from operations and allocated capital effectively. We are positioned well to deliver another strong year in fiscal 2026. Thank you for joining us today.

I will now pass you over to the operator to take your questions.

Our first question comes from Chris Snyder at Morgan Stanley.

Maybe starting with a bigger picture question here, Neil. It's been -- maybe almost 8 months since the QSC acquisition. It seems like integration is going really well. Can you kind of just talk about the M&A pipeline? And if there categories within kind of the smart building ecosystem that is attractive to the company?

Yes. Thanks, Chris. Well, first off, obviously, we're pleased with the addition of QSC to the portfolio. As you know, we have a different theory of the case for Acuity Intelligence Spaces is that we can consolidate the data state of a built space, how the building operates, the experiences in that building, who is in that building, other elements of that data state.

So we have a consistent pipeline of potential acquisitions that would continue to expand that portfolio as well as opportunities to continue to expand organically in that portfolio. So we feel like the path of travel for Intelligence Spaces is pretty clear. Both with the -- with deploying capital as well as organically.

I appreciate that. And then maybe just following up with more of a near-term on the quarter itself. If we look at ABL, it seems like the sequential ramp in Q4 came in below seasonality despite incremental price, I would imagine quarter-on-quarter coming through. That is just a function of the pull forward that you guys highlighted on Q3? Does it signal that some of the end markets are softening. And then just kind of any color or thoughts on the channel inventory level as we start fiscal '26.

I'll start, Karen, add anything that I leave off. So you'll remember back in the last call, we suggested that it would be prudent to evaluate the second half of the year given the changes in tariff policy, the resulting actions we took to modify the supply chain to reduce operating expenses and then the corresponding price increases as well.

So basically, if you take the third quarter plus the fourth quarter, ABL is exactly where we expected it to be. And I think we can be proud of the performance that the unit has delivered through all of these. As you pick apart the disaggregated revenue, we have remained strong with both the independent sales network, combined with our direct sales network. So really around the project business in the quarter and in the year, the corporate accounts business was down versus last year.

So -- as we've said consistently, that's a really good piece of business, but it's not a very consistent piece of business because it relies on the capital decisions of a concentrated group of customers. So taken on the whole, I think the ABL performance is really strong, both from a top line as well as from a margin perspective. Our belief is that we have outperformed the industry. So numbers will come out over time, but our belief is that we've outperformed the industry.

Our next question comes from Tim Wojs with Baird.

Maybe just a bigger question to start off with Neil. Just on AIS. I guess as you've kind of thought about kind of integrating the front of the house with QSC and kind of the back of the house with Distech and Atrius. What are some of the key kind of milestones that we should look for? We think about as you kind of maybe develop a more wholesome solution.

Yes. Thanks, Tim. So just to kind of continue to build on the strategy there. Basically, we have outstanding and disruptive technology that is powered both in -- on the control side and Distech as well as in QSC. Those businesses on a stand-alone basis will continue their path of taking share in their specific pieces of the market.

Atrius DataLab then is the data integration effort that we are undertaking to combine those data elements for, as you point out, the front of the house or the back of the house or IT and OT combination as some others are using so that we can deliver unique experiences and outcomes in those spaces. What's really interesting to us is the power of our controls platform. So the build space by definition, each building is different and so having that position in the space is incredibly valuable.

So from a milestones perspective, you can expect that each of the 3 businesses will continue their organic development, number one. Number two, you can look for us to start to commingle some of their products in their implementation and application and then over time, you'll start to hear end users and customers start to talk about the ability to do things that they didn't realize were possible through the combination of both of these hardware solutions as well as the data and software solutions that we're developing.

Okay. That's helpful. And then just kind of a 2-part around guidance. I guess the first is within the low single-digit ABL guide, is there a way to just contextualize how much price is just given all the moving pieces with tariffs. And then second, just on margins, I'm kind of backing into kind of an implied adjusted EBIT margin of 17% to 18%. Just -- is that kind of the ballpark level there on margins? Just anything to call up [ below ] the line?

Yes. Let me hit the one on ABL and the price first. So just to take a step back, Tim. Over the past few years, we've been really strategic about pricing at ABL and focusing on the value that our products are bringing to the end user. And yes, we've had several pricing increases over the past couple of quarters to offset the increase in the tariffs. But we didn't take these peanut butter over our portfolio of Contractor Select, Design Select and made the order. .

We've taken some prices up and some prices down depending on where we've seen opportunity to be strategic in the market -- in the marketplace. So I would sum it up by saying all the pricing actions have been about in the low- to mid-single digits, intending to offset the dollar impact of those tariffs.

Okay. And then I want to take, Tim, the opportunity. We like to use the full year call to kind of contextualize where I think we are on a long-term basis. And so I don't want to miss the opportunity to highlight the dramatic margin improvement in the company and then in the lighting business specifically. So from where we've come from fiscal '19, fiscal '20 to where we are today is pretty dramatic and is significantly in advance of the competition.

As a point of disclosure, we took the decision this with the end of this year and then going forward to provide both gross margin and operating profit margin at the segment level so that you will understand the performance of those businesses even more clearly. And the path of travel is very clear, as I said earlier, we continue to take share. We continue to expand margins in both the lighting and lighting controls and on the AIS side. Obviously, expectations will continue to rise and they will converge with our performance over time, and we're -- but we feel really, really good about where we are.

Our next question comes from Ryan Merkel with William Blair.

So Neil, the market has been soft for a while here, flat to down. Any signs that orders and demand is improving or do you think we need lower interest rates before you start to see an uplift in the lighting market?

Yes, Ryan. On the lighting side, so we've been waiting for economic kind of stability for a while now, and we continue to grind out performance in the absence of that economic stability. So -- as you know, we were pretty data intensive. So as we look forward, our expectation from a kind of economic context perspective is that it's really more of the same. And we don't have -- we are not modeling in expectations of improvement at this point.

So I think the -- I'm not an economist, obviously. And so I'm not going to put a finger on what I think the drivers are of that change. But I will emphasize that -- our growth algorithm on the ABL side is really clear. And we're demonstrating that in a tepid economic environment like this one, we can perform.

So with the combination of the market performance, the taking share and expanding in new verticals, we're generating -- we're demonstrating rather the ability to consistently kind of grow. As you saw in the third quarter, if we get a little bit of a tailwind through market growth, that just adds obviously to that and would be an accelerant. But -- but it's a -- we're demonstrating, I think the emphasis here is we're demonstrating the ability to continue to deliver these results no matter the context.

All right. So to put it in my own words, it doesn't sound like a lot has changed on the market. And for ABL to be up low-single-digits for '26. It assumes the market is flat to down. Is that fair?

I would say that's fair. It's more us than the market in our expectation.

Right. Okay. And then I had a question on gross margins for the outlook. I know you won't give specifics, but I think the Street is modeling gross margins in '26 down a little bit. Now I know you've done some productivity things. And I think on the last call, you said you thought you could return gross margins to 50% using productivity. So just any color on gross margins and if 50% is still a reasonable target at some point to get back to?

So let's break that down into kind of its component parts. So there's the whole company, which is -- which will continue to expand on 2 fronts. One is mix; and two, is continued improved performance at ABL. So as I've said, the -- we're moving down that direction. We'll continue to move down that direction.

As Karen indicated in her prepared remarks, the dollar impact of the combination of tariff cost and price increase is neutral. The margin percentage impact is negative. So that takes back the -- some of the margin expansion for a period of time at ABL. So that's in the -- depending on how the periods fall out, that's in the 50 to 100 basis points of impact kind of range. So we need to digest that as we continue to move forward. But the strategy and our longer-term expectations remain the same and are clear.

Our next question comes from Joe O'Dea with Wells Fargo.

Wanted to start on QSC. Any color on the margins in the fourth quarter? It looks like it could have been kind of around 20% and legacy AIS around 23%. So really, just looking if that's kind of a reasonable expectation and then understanding the steps that you've taken. So it looks like you've already moved those QSC margins from mid-teens to low 20s. And then how you think about the time line on the path to get them to kind of align with legacy margins?

Yes. Thanks, Joe. As Neil mentioned earlier, we really are pleased with the progress of QSC as they become part of Acuity and of AIS. So, we've seen really strong performance across all of AIS. And when we did the acquisition, we expected that we would bring QSC's performance more in line with the legacy business, which is really what we've demonstrated over the past 2 quarters. They've had strong sales growth this quarter and last quarter. And so that's contributed to the margin improvement. .

And then they've also benefited from adopting our better, smarter, faster operating system and ways of working, which has helped them drive productivity not to add additional cost to get that growth. So I think the margin is strong. We're really pleased with where we are and our focus on AIS is going to continue to be on growth. And over time, we will make some investments to deliver that mid-teens type growth.

You still see QSC as a margin expansion opportunity in '26?

Over time, I think it will be. It will continue to expand. But again, the focus will be on growth in AIS in total.

Okay. And then, Neil, you made some comments around the cost side of things and talked about a dynamic supply chain advantage that you have that you moved away from higher tariff environments. And also, it sounds like some cost actions, in particular, within ABL. So can you just elaborate on some of the steps that you've taken on the cost side, inclusive of sizing what China as a percent of sourcing now versus where it was previously?

Yes. So let's start with material pricing. Obviously, that has -- that's where the impact of the tariff is. So we've moved, I think the majority of that a way to either other Asia or -- and as much of that obviously to within our footprint as we can. So that remains -- so -- and we did that basically within the first month after -- well, in the month of April after the April 2 announcements. So that was accelerated and impactful.

I don't have an exact percentage of the material spend that is -- that we currently get from China, but obviously, we've taken that way down. Over the last 5 years, our total exposure to China is in the range of 20%-ish of what it was at one point. So we've dramatically changed that. So on the sourcing side, we are as we've indicated, dynamic on how we -- on how we're sourcing. And that really applies to all of our components. And we've got interesting work underway to continue that process, which we're really pleased with.

And then on the ABL side, we took the opportunity in the third quarter to reevaluate our operating expenses and our organizational structure as a result of sales not materializing the way that we had predicted that they would for the back half of the year. So we took the opportunity to accelerate some productivity efforts that we had underway, so specific projects, which were intended to deliver productivity.

And second, we reevaluated the organizational structure and eliminated a chunk of employees to realize some of those cost savings. So again, as I said earlier, I'm pleased with the work that the team has done there in this environment to deliver these results.

And then sorry, just a clarification. The pull-forward impact you talked about in Q3, is that isolated to the back half of last year and really no anticipated impact on '26.

Basically, so I'll just reprise what we said on the last call, which is that when we have an order ahead of that like that happened in Q3, essentially what happens is backlog swells a little bit, and then we ship that on a relatively consistent basis over the following period. So there's a little bit of that, that happens between the fourth quarter and the first quarter as well. But on a normalized basis, we are basically where we expect, like on a consistent basis to be.

Our next question comes from Christopher Glynn with Oppenheimer.

Nice to tune in to the continuing exciting story and developments here. So considering markets are relatively listless out there, directionless, you have a pretty confident revenue guide. I understand what you're talking about taking share. It's been a consistent story. But I'm wondering if, aside from product, if you could talk about on a more granular level, any angles or zones in the commercial RFP environment where you feel are the most demonstrative of relative competitive momentum.

Yes. Thanks, Chris. So back to the growth algorithm for a second, the market taking share and new verticals. So the new vertical performance is obviously really strong. And as we look forward, we'll continue to be health care refuel and sport lighting are each opportunities for us to continue to add to that. That's probably in the order of, I don't know, 50 to 100 basis points of addition to the top line on a net basis. .

Then on the take-share front, our Contractor Select portfolio performed really well in the fourth quarter. And so we're being aggressive with the changes in the marketplace there to press our advantage there. And then I'd highlight something that we haven't talked about in a long time, where we've had real strength, but is in the specifier -- in our specifier brands, which have also performed well and are taking share. So, to your broader context of the overall puzzle, it's -- we're executing pretty effectively across the ABL portfolio. So we're delivering, as we said, these results in a relatively tepid end market environment.

Our next question comes from Brian Lee with Goldman Sachs.

I had a couple of questions. Just first on guidance. I know a lot of questions on the margins. I appreciate you guys breaking out the segment margins here. But I guess it does beg the question. There's a lot of moving pieces, both in ABL and also kind of some of the comments around AIS building for growth, maybe the margin expansion story in the near term.

So thinking about this directionally, it almost sounds like ABL, you're holding the line on margins, maybe seeing a bit of expansion into '26 and then AIS really focused on growth, but do we see a little bit of backsliding on the gross margins just in that segment? And if that is the case, kind of what are some of the moving pieces there? Is it just increased investment growth or what are some of the drivers around that margin profile?

Right. I'm not sure what you mean about so many moving pieces. So I'll just break it down pretty simply. So ABL for the last 5 years and for the next 5 years, we'll continue to move forward on productivity improvements that are driving margin. The impact there at ABL is the percentage margin impact of the combination of tariff costs and price increases. So that, as I indicated earlier, on a full year basis would be in the range of 100-ish basis points as we continue to drive dollar margins. And so that's what we were trying to explain pretty clearly.

I think Karen also was really clear on where AIS is going. So we're growing in the low to mid-teens. We have a continued margin expansion opportunity. When faced with the choice between expanding margins or continuing the growth, we will invest for growth. And so when you sum those across the enterprise for FY '25, obviously, we had a really strong performance where we demonstrated the dexterity in ABL and the power of QSC joining our enterprise and their margin expansion. And over the next kind of year or years, we would expect that general direction to continue.

Okay. Fair enough. But just triangulating, I mean, obviously, the tariffs or the impact on ABL. But for AIS, the deliberate strategy to focus on growth in the near term it does sound like we shouldn't necessarily be expecting margin expansion in that segment over the next 12 months, but on a longer-term basis, clearly, direction is still higher. Is that fair?

Well, Brian, we've added 500 basis points of margin to QSC in 8 months. So I feel like we're kind of directionally in a pretty good place. So yes, we will continue to grow AIS, and those margins will continue to grow over time.

Okay. And then on the data monetization front, it sounds like there's a lot of opportunity there. I don't know if you've ever anticipate being able to break that out or wanting to break that out at a high level. Can you kind of speak to sort of what data monetization opportunities you either currently have or expecting to sort of be able to execute toward in that AIS segment? If any quantification, that would be great as well.

Yes. So short-term and long-term with AIS as I indicated, both with all of the Atrius Distech and QSC we're -- our control position and our portfolio are incredibly strong in their respective areas, and those will continue to grow. The initial impact of data will be through the outcomes we are delivering as we expand those experiences. So there are specific software opportunities that we're in the marketplace with now and the more that will be coming over the course of the next 12 to 24 months. .

And then finally, the data monetization will over time, manifest in 2 ways. One will be the continued acceleration of that software-focused revenue and the outcomes that they deliver. And maybe over time, we introduce data-specific products. But in the immediate term, we will continue where we're growing, which is around our control platforms and the increased impact of software on those over the next 12 to 24 months.

Our next question comes from Jeffrey Sprague with Vertical Research Partners.

Just a couple of loose ends or points of clarification for me, I guess, after all that. First, just on kind of the tariff situation, Neil or Karen, given that you guys have taken so many counteractions, sourcing otherwise, are you in a position now relative to your competitors that I guess, for lack of a better phrase, your pricing for tariffs, you're no longer exposed to as we roll into 2026. Is there sort of an embedded margin opportunity there?

Yes, Jeff, that's a good question. So we've been relatively conservative in our expectations to this. So we're trying to mitigate as much of the tariff impact from either productivity or transitions as you've described, first. And we've minimized that in pricing impact, second. So the -- as Karen indicated that when we talk about pricing strategically, that means some places we're taking prices up, and some places we're taking pricing down.

So what we're balancing is trying to optimize share gain for margin expansion opportunity. The margin expansion opportunity, we are confident in over the kind of the foreseeable future. So we'll really -- we're really trying to dial that as an opportunity to -- if we had a bias there, we would take some more share probably as opposed to add an incremental margin piece at ABL.

Right. And then I guess, conversely, you're never going to stop pushing for productivity. But was there anything in these actions in 2025 that are sort of temporary in nature that need to come back from a cost standpoint as we look into '26, particularly if the top line is beginning to pick up?

So not specifically the actions that we took. Those are accelerated productivity and kind of permanent changes, not short-term Band-Aid. On the OpEx side, we will continue to invest in technology. So -- and so as I've said on some calls in the past, so the geography of the -- specifically on the ABL side, the income statement may continue to change a little bit as the technology expenses are in OpEx, which drive gross margin impact over time.

So -- but we're -- so that would be the balance. So yes, the changes that we made are effectively permanent. Now we move into the next cycle, merit increases, health care cost increase, all that kind of exciting stuff. But the investment areas, especially on the ABL side, are going to be in technology to drive productivity.

And then just finally for me, just on inventories, Neil or Karen. Your days inventories have been moving up, tried to scrape out the QSC impact best I could. But still seems somewhat elevated, maybe speak to where we're at relative to what normal inventory should be? Is there any kind of absorption benefit or anything that's occurred here that needs to normalize as we look into next year?

Yes. Jeff, there's really 2 things going on with inventory. The first would be just the elevated cost and the inventory from the impact of the tariffs. So you're seeing a higher dollar amount of inventory that's impacting the total, but then also and more impactful is we've also had to -- decided to bring in some of the inventory that we could to protect us from some of the higher cost over time from the increasing tariffs.

So it's really those 2 things that play a little bit of higher cost of inventory and bringing some more in to deal with the elevated tariff costs. You'll see that play down over the course of this year. So it shouldn't remain at the elevated levels that we are at the end of August.

And I'm showing no further questions in queue at this time. I'd like to turn the call back to Neil Ashe for any closing remarks.

Great. Well, first of all, thank you all for joining us today. As we've indicated, we believe fiscal 2025 was a strong year for Acuity. We operated effectively in a relatively dynamic environment. The performance at ABL continues to be, by far, the best in the world and we're confident in its ongoing continuous improvement.

On the AIS side, we're really excited about what we're building here. We -- with Atrius, with Distech and QSC and then the combination of those 3 things, we think we're building an innovative and disruptive business that is -- that has the potential to do some pretty exciting things in the future. So -- with all that taken together, we're pleased with '25. We're hard at work already on '26. We appreciate your interest, and we look forward to talking to you again in the next quarter.

This concludes today's conference call. Thank you for participating. You may now disconnect.

Good morning, and welcome to the Acuity Fiscal 2025 Third Quarter Earnings Call. [Operator Instructions] Please be advised that today's conference is being recorded.

I would now like to hand the conference over to Charlotte McLaughlin, Vice President of Investor Relations. Charlotte, please go ahead.

Thank you, operator. Good morning, and welcome to the Acuity Fiscal 2025 Third Quarter Earnings Call. On the call with me this morning are Neil Ashe, our Chairman, President and Chief Executive Officer; and Karen Holcom, our Senior Vice President and Chief Financial Officer. Today's call will include updates on our strategic progress and on our fiscal 2025 third quarter performance. There will be an opportunity for Q&A at the end of the call.

As a reminder, some of our comments today may be forward-looking statements. We intend these forward-looking statements to be covered by the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 as detailed on Slide 2 of the accompanying presentation.

Reconciliations of certain non-GAAP financial metrics with their corresponding GAAP measures are available in our 2025 third quarter earnings release and supplemental presentation, both of which are available on our Investor Relations website at www.investors.acuityinc.com.

Thank you for your interest in Acuity. I will now turn the call over to Neil Ashe.

Thank you, Charlotte, and thank you all for joining us today. We delivered strong performance in the third quarter of fiscal 2025. We grew net sales, expanded our adjusted operating profit and adjusted operating profit margin, and we increased our adjusted diluted earnings per share. We generated strong cash flow and allocated capital effectively. In ABL, we took aggressive actions to get in front of the evolving tariff policy. We have a dynamic and resilient worldwide supply chain. Over the last several years, we have diversified our supplier options and locations. During the quarter, we leveraged these options to move away from higher tariff environments.

We also took strategic pricing actions intended to cover the dollar impact of the tariffs while remaining competitive in the marketplace. Partially as a result of these actions, we received accelerated orders in the third quarter that built backlog. We began to shift this backlog in the third quarter, and we'll continue to ship it in the fourth quarter. And finally, where we could, we accelerated productivity efforts to reduce expenses. Karen will talk more about the specifics of this later in the call.

Now moving on to some recent highlights in our Electronics portfolio. As we said last quarter, our electronics portfolio is a unique offering in the marketplace, extending from the drivers that power our luminaires to the sensors, controls and software that control light in a space, and connect with the cloud seamlessly through our Atrius DataLab. Recently, we rolled out 2 significant controls products. The new wireless sensor switch air product line simplifies lighting control with Atlas pairing, out-of-the-box operation and broad compatibility. The product line features wireless sensors, wall switches and embedded sensors that can be used with select lymphoma products.

Sensor Switch Air is available as part of Contractor Select and is designed to save contractors' time and money, upgrading any project to a connected project with minimal effort and cost. The second product is the Animate controller by nLight, a single user interface that simplifies installation, programming and operation of dynamic light capes. Installers are able to define their projects, sketch their required outcomes and see their design come to life with the ability to dynamically alter killer settings and movement in real time.

As part of our ABL growth algorithm, we continue to make investments for future growth, prioritizing verticals where we have not historically competed or where we are underpenetrated. This quarter, we accelerated our product vitality efforts through the acquisition of M3 Innovation and launched M3 by Lithonia and HOLOBEAM by Holophane, this strengthens our light portfolio and has product applications in sports lighting and other industrial and infrastructure settings. These products enhance our offering in multiple verticals where we had gaps in our product portfolio, including education, municipalities and infrastructure. These solutions incorporate multiple innovations designed to reduce total installation costs and enhance the user experience.

Our products continue to be recognized by the industry for their design and performance. At LEDucation this year, several of our products were identified by Edison Report as must see, including the Nightingale Embrace and overbed luminaire used in health care facilities that offers multifunctional modes designed to improve patient experience and optimize patient outcomes.

And in April, we won several Red Dot product design awards, most notably, for Pelican by Luminis, and outdoor luminaire that delivers soft uniform and gradual illumination in plazas and pathways. It can be networked using our in-line air controls, making it easier to specify, install and operate. And Valencia by cyclone, a unique V-shaped outdoor luminaire that mixes a minimalist aesthetic with advanced optics to meet municipal requirements and reduce costs.

Now switching to Acuity Intelligence spaces, which had an impressive quarter, delivering strong sales growth and margin expansion. Through Atrius, Distech and QSC, we have unique and disruptive technologies that are driving productivity for people experiencing spaces and for the people providing those spaces. Atrius and Distech control the management of the space and QSC manages the experiences in that space. Over time, we will use data from both to enhance productivity outcomes through data interoperability. The integration of QSC is going well as evidenced by their strong performance accelerated revenue growth and expanded margins. QSC is building the industry's most innovative full stack AV platform that unifies data, devices and a cloud-first architecture to deliver real-time action, experiences and insights.

During the quarter, we released a number of new Q-SYS product enhancements, these included new processing options, next-generation automation tools, smarter design workflows and enhanced data visibility. I'd like to highlight a few of those here. The new class of Q-SYS core processors are faster and have more capacity to support in-room processing and cloud networking.

Our Q-SYS vision suite connects physical spaces to digital AV intelligence. It uses 3D visualization tools to plan and prepare spaces to maximize the effectiveness of live broadcast or hybrid meetings. The new technology rollout uses speaker and presenter Spotlight technology powered by AI cameras and microphones to dynamically frame meeting participants.

And finally, we enhanced the capabilities of Q-SYS Reflect. Reflect is our cloud-based remote analytics platform. It supports real-time system health monitoring, remote setup of configuration and centralized control. I'm pleased with QSC's performance. They are differentiated in the marketplace, they are operating their business successfully, and they are demonstrating productivity and benefiting from the adoption of our better smarter, faster operating system.

Now moving on to Distech. We are focused on where we compete and what we can control to expand our addressable market. This quarter, Distech had strong sales growth. The continued strength of Distech is largely a result of the popularity of our Distech Eclipse portfolio. Distech Eclipse is a strategic differentiator. It is a comprehensive building automation platform that unifies hardware and software into a cohesive ecosystem for intelligent building management. The portfolio includes hardware devices used to manage how a building operates, controlling HVAC, lighting, refrigeration and other systems. Eclipse devices are modular and scalable and allow for flexible configurations tailored to the specific needs of a space.

Devices include building controls, in-room controls, sensors and interfaces, including the Eclipse Apex Controller and the Eclipse display. Eclipse facilities is a software that optimizes how a building operates. It is the operating system that enables monitoring, remote management and scalability. Together, Eclipse's hardware and software enhanced building performance by minimizing owner cost and maximizing user experience.

Now looking ahead, in both lighting and intelligent spaces, we have taken aggressive actions to manage our outcomes given the uncertainty in the marketplace that has resulted from the evolution of the tariff policy and other geopolitical instability. It is likely those actions have resulted in accelerated ordering that has positively affected the third quarter.

Our expectation is that the combination of our third and fourth quarter performance will yield the results we expected for the second half of fiscal 2025. We will continue to focus on factors within our control. In ABL, we are focused on product vitality, elevating service levels using technology to improve and differentiate both our products and how we operate the business and driving productivity. Our growth algorithm is clear. We will grow the market, we will take share, and we will enter new verticals.

In intelligence basis, we are making spaces smarter, safer and greener by controlling how a build space operates and the experience that happened within that space. We have unique and disruptive technologies that are driving productivity for people experiencing spaces and for the people providing those spaces. Our focus will continue to be on growth and we have the opportunity to expand margin. We have demonstrated that we have dexterity in how we operate, enabling us to continue to execute in dynamic market conditions. And we have demonstrated that we can deliver value to our market and drive margins in our business.

Now I'll turn the call over to Karen, who will update you on our third quarter performance.

Thank you, Neil, and good morning, everyone. We had a strong third quarter. We grew net sales, improved adjusted operating profit and adjusted operating profit margin and increased our adjusted diluted earnings per share. For total acuity, we generated net sales in the third quarter of $1.2 billion, which was $211 million or 22% above the prior year. This improvement was driven by growth in both business segments and includes 3 months of QSC sales.

During the quarter, our adjusted operating profit was $222 million, which was up $55 million or 33% from last year. We expanded our adjusted operating profit margin to 18.8%, an increase of 150 basis points from the prior year. This increase was a result of the year-over-year improvement in our adjusted gross profit, the growth in ABL and the very strong performance in AIS.

Our adjusted diluted earnings per share of $5.12 increased $0.97 or 23% over the prior year. ABL delivered sales of $923 million, which was $25 million or 3% more than the prior year, driven by growth in our independent sales network of $48 million or 8% over the prior year and growth in the direct sales network of $5 million or 5% over the prior year. These increases were partially offset by declines in corporate accounts, resulting from the timing of renovations of a large retailer.

Adjusted operating profit increased $12 million to $174 million and we delivered adjusted operating profit margin of 18.8%, which was up 80 basis points compared to the prior year.

Now I want to spend a moment to explain the impact of the tariff policy on ABL performance. As we said last quarter, we priced strategically to realize the value that our products bring to the marketplace. During the quarter, we took 2 pricing actions in response to the evolving tariff policy which are intended to cover the dollar impact of that policy. We did not reprice the backlog. And as Neil indicated, we saw some evidence of order acceleration ahead of those price increases going into effect.

We also took actions to accelerate productivity efforts. These efforts were primarily related to the elimination of brands, associate severance and facility reorganization, and resulted in a $30 million special charge this quarter. Overall, we believe that our third quarter ABL results reflect some order acceleration with minimal price realization and tariff costs and thus minimal margin impact. Our expectation is that we will realize the majority of the price increases and will be impacted by the full tariff costs beginning in the fourth quarter.

Now moving to Acuity Intelligence spaces. Sales for the third quarter were $264 million, an increase of $188 million. Atrius and Distech combined grew 21% during the quarter while QSC grew over 20% year-over-year on a pro forma basis. Adjusted operating profit in intelligence basis was $62 million during the quarter with an adjusted operating profit margin of 23.6%. There are several things to highlight this quarter in intelligent spaces.

First, QSC announced several pricing actions to manage the dollar impact of tariffs, and Distech announced its global price increase in April, effective on June 1, in line with normal historical data. Similar to ABL, AIS some order acceleration ahead of those price increases going into effect. Also within QSC, we own Pro Audio, a market-leading loud speaker business that is a relatively small part of QSC. Pro Audio primarily sources from China and has been more heavily impacted by the tariff policy. We are making changes in this business as we integrate it. However, we expect the financial performance in Pro Audio to continue to be impacted by the tariff policy while we work through these changes.

Now turning to our cash flow performance. Fiscal year-to-date, we generated approximately $400 million of cash flow from operations. We continue to allocate capital effectively. In the first 9 months, we closed the QSC acquisition, acquired certain assets of M3 Innovation, and we repaid $100 million of our term loan. We increased our dividend by 13%, and we have allocated around $90 million to repurchase approximately 344,000 shares.

Since the beginning of the fourth quarter of fiscal 2020, we've repurchased approximately 9.8 million shares at an average price of about $149 per share, which is funded by organic cash flow. This amounts to about 25% of the then outstanding shares.

Finally, over the last few years, we have taken steps to simplify and minimize the future impact of our pension obligations on the company. Through our investment policies and capital allocation decisions, our pension plans are overfunded. And as a result, we are derisking our qualified pension plans by transferring the majority of the related obligations to a third party. There will be no impact to our cash position and the noncash GAAP charge of around $35 million associated with this will be recognized in our fourth quarter.

In summary, we delivered strong performance in the fiscal third quarter of 2025, taking aggressive actions to manage our outcomes given the uncertainty in the marketplace. We have set ourselves up to deliver a solid second half of fiscal 2025.

Thank you for joining us today. I will now pass you over to the operator to take your questions.

[Operator Instructions] Our first question comes from Joe O'Dea with Wells Fargo.

I wanted to start on the QSC margin. I think it looks like the adjusted margin a quarter ago, I think, was in roughly kind of 17% zone. This quarter, it looks more like 23%, 24%. And you talked about at the time of acquisition, over time, getting it to ISG type margins, it looks like quite a bit of progress this quarter. And so anything transitory within that as well as any detail on the steps that you were taking to deliver that kind of margin performance?

Yes, Joe. So taking a step back and focusing on AIS in total. Obviously, we had a really strong quarter across all of AIS. We are -- we have a different theory of the case than our competitive set. We want to consolidate the data state of a built space, and we're doing that successfully through building management with Distech and Atrius and now through the experiences in the space with QSC.

When we made the acquisition of QSC, we indicated and we were confident that we would bring their performance in line with our historic ISG performance as they combine to be AIS. As we look forward to the integration of QSC, obviously, they fit with us very well strategically. They also fit very well with us culturally. So their performance in the marketplace has been strong. They had strong top line which drives some of that margin. And then the rest of that margin improvement was really the adoption of our better, smarter, faster productivity tools and their ability to mitigate additional expense as the group.

So as Karen indicated, we believe we had some order acceleration in the third quarter, which provides some benefit to the third quarter in AIS and separately in ABL, which I'm sure we'll talk about later. But generally, we are really pleased with the integration of QSC. Their growth is -- continues to be impressive. Distech growth continues to be impressive, and we're bringing their margins in line. As we look forward, our priority will continue to be on that growth. So we may make investments to continue that, but we're really pleased with where they are so far.

Great. And then just related to your comment about ABL and then some kind of bigger picture thinking around it. And so any sizing of what you think that pull forward or accelerated order impact was in Q3, how you're thinking about it in Q4? And then if you take a step back, I imagine you're in kind of annual planning mode and just how you're thinking about the setup of moving forward beyond fiscal '25, sort of the key watch items for you and if you think the volume environment can stay stable?

Yes. So as Karen indicated, we do believe there are some order acceleration in the third quarter for ABL. The business, obviously, is very strong. So when you evaluate the disaggregated revenue, we are strong in our independent sales network and our direct sales, which is balanced somewhat by retail and corporate accounts, which as we've kind of repeatedly said, are great pieces of business but are largely dependent on the timing of a large customer's decision. So they create some ups and downs through the period.

Our current expectation is that the second half of the year, so our fiscal third quarter, our fiscal fourth quarter will represent kind of a normalized performance for ABL for based on that. We're evaluating kind of demand as it builds through the rest of the quarter as it fills in behind the order acceleration. And we'll keep our eyes on that.

As we look forward, obviously, we're going to plan probably conservatively. So as we've demonstrated, when there is market available to us, we will go get it. So we're not worried about our ability to get market, but we'll probably plan pretty -- we will plan conservatively to ensure our outcomes next year and beyond.

Our next question comes from Chris Snyder with Morgan Stanley.

I wanted to ask about gross margin. Obviously, the 50% here is a very big number. It sounds like there was not much price realization or, I guess, power cost inflation in this quarter. So when we see that step up, is that driven by the productivity investments and actions that the company is making. And if so, like how significant are those? Like how much cost savings should we expect on the back of those? And then also, is it -- are we seeing the positive impact on gross margin having the full quarter of QSC?

Thanks, Chris. Good to hear from you. So on gross margin, this quarter, you're right, it was really strong at 50%, and it was driven by several factors. So first, you can see the benefit of a little bit of top line growth on ABL of both gross profit and operating profit. So really strong performance there.

Second, we've continued to make improvements in the underlying ABL business over time. We focused on product vitality, service, technology and productivity, and that's definitely having an impact as you've seen in prior quarters and this quarter. And then also spaces is now a larger part of the portfolio. So we're building a really interesting data and control business across ABL, I mean, across acuity in both ABL with our electronics portfolio, but also in intelligent spaces, with Atrius, Distech and QSC, and these all have really good margin structures and good growth opportunities. We've talked about the tariff math is going to impact margins over the near term as we first focus on covering the dollar impact and improving margins over time, but not really a big impact in the third quarter. So really, the bottom line is the underlying businesses are performing really well, and we've done a lot of things to improve the margins to where they are.

Wow. Well, really, really appreciate that. And then second on maybe just kind of more of a market commentary. I guess the piece of the business has the most exposure to Asia is the contractor select line. It's the company's value brand. I guess, any color on how do those prices compare to the AYI branded products that you guys ship out of Mexico because I have to assume that the price delta has narrowed or will narrow depending on where tariffs go. And I would think it feels like it could support a mix-up opportunity into the AYI branded product shipped out of Mexico. So just any thoughts on that? Are you seeing that happen in the market?

So Chris, I'll address that strategically first, which is the Contractor Select portfolio is about everyday lighting products that satisfy basic needs. And as we accelerated the product vitality efforts over the last several years, we've also created the opportunity to manufacture those products in multiple different places. So obviously, the higher the tariffs, the closer the manufacturing costs come in line to those.

Second, then we've introduced, obviously, the design select portfolio to be effectively the next tier above that, which is directed at driving productivity with specifiers, with architects, with contractors. And those are largely manufactured in North America, so Mexico and the U.S. So as we look at those kind of going forward, obviously, and we called this out in the prepared remarks, we have a dynamic worldwide supply chain that allows us to flex our manufacturing to the most effective place. That begins with our product design. So this all goes back to product vitality and the strategy around the product vitality, service and technology that is really combining to drive that productivity.

So as we look forward, and I mean over the next several years, it's hard not to be enthusiastic about the positioning of the lighting business specifically. We are leaders in the marketplace. We're leaders beyond just size. And this quarter really demonstrates, as Karen indicated, what happens when we get a little top line in that business.

I appreciate that. Awesome quarter.

Our next question comes from Ryan Merkel with William Blair.

Congrats on the quarter. I wanted to also follow up on gross margin. Can you give us a little help on expectations for 4Q? Is 50% achievable? Or do we start to see the higher COGS from some of the tariffs? And I recall that you were passing that on dollar for dollar and then I don't think you were going to reprice the backlog. So I was expecting a little bit of an impact in 4Q.

Yes, Ryan. So I'll answer that question strategically and build on what Karen said earlier. So we don't think the third quarter will have much impact from either the price or the tariff based on the timing of each and the fact that we did not reprice the backlog in any part of the business. So ABL or on AIS.

So the dilutive impact of margin will happen, we believe starting in the fourth quarter as the dollar for dollar coverage of those tariff costs roll through the system. So we're confident in our ability to cover them from a dollar perspective that begins with modified supply where it comes from, et cetera, and includes the addition of price. So that combined impact, as you point out of a dollar-for-dollar coverage would be mildly dilutive to the margin. So that -- it's partly why we're referring to the second half as within our expectation because we think it more or less normalizes the third and the fourth quarter together when combined.

Got it. All right. So we should just think about sequentially, you'll have an impact that will be lower, but hard to quantify at this point.

Correct.

Okay. I haven't seen the guidance yet. Can you just talk about what changes you've made there?

Sure, Ryan. As we said in our prepared remarks and we've indicated a couple of times here is that our expectation is the combination of our third and fourth quarter performance is really going to be the results that we expected for the second half. So there's been no change.

Got it. Okay. Maybe I'll slip one more in. Can you just talk about the cadence of orders my memory is you saw a big pop in sort of March and you expected it to decline. Just how did that transpire? And then what's the feedback from the agents? Are they telling you they saw a bit of pull forward?

So I'll address that. So first, on the ABL side, as we've indicated, we do believe there is some evidence of order acceleration. You can see the strong growth in the disaggregated revenue and basically all of our controlled environment. So the independent sales network and direct sales. So that would indicate that there was some pull forward. And we're evaluating kind of that demand through the rest of the period. I think anecdotally, what the sales teams independent on direct would say is that they should lose some projects that -- where people wanted to try and find some certainty as they launch forward.

Obviously, our customer base there are rational. So uncertainty is not their friend. So we'll evaluate kind of how demand rebuilds through the fourth quarter on the lighting side. On the AIS side, as Karen indicated, we also took pricing actions there. We saw some order acceleration there as well. So we'll see how those perform. But -- but in both businesses, we have -- we believe we have the market-leading product portfolios. And so we will react, however demand presents itself to us.

Our next question comes from Tim Wojs with Baird.

Maybe just the first piece on tariffs, just sort of beat a dead horse. But there's been obviously some changes in the rates in different countries, I think. Can you just update us on what -- at this point, you see or you're incorporating in kind of your forward expectations for the annualized cost impact from tariffs?

So Tim, tariffs is a dynamic question and conversation, as you pointed out. Today's answers is -- could be tomorrow's question. So kind of beginning with April 2 and moving our way forward, we have -- we have reacted kind of dynamically to each one of those that have happened from April 2 to steel and aluminum and those continue to kind of change. And obviously, we expect news in July. So we'll see how -- we'll see how that plays out.

as Karen indicated, we -- between the combination of our supply chain changes and pricing actions, we've covered the dollar impact of those tariffs as we understand them today. And they've changed 3 or 4 times throughout this quarter, and we'll expect those to continue to change.

I think the important point, it really isn't the magnitude of those in dollar amounts, but the dexterity we have to react to them. So we're confident in that performance. As we indicated earlier, and I'll say it for effect here, a dollar for dollar coverage, we'll have some impact on our margins going forward. So think of third quarter is unimpacted, think of fourth quarter as impacted. And -- but either way, we will continue to grow. We will continue to deliver dollar margin. And our value creation engine continues no matter this environment.

Okay. And I guess just a follow-up to that. So is the expectation that the pricing offsets the dollar impact of tariffs and then the productivity actions that you took in the quarter kind of get you your margin back? Or is it the combination of those 2 things that offsets the dollar impact of tariffs? Just a clarification.

Yes. So the -- I would think the easiest way to think about that is think about the dollar impact being handled at the gross margin level. So between the combination of price and cost of goods sold through the changes that we've made there. The productivity actions are designed to start to rebuild the percentage margin over time. We can't rebuild it immediately, but we will be rebuilding it over time. And I'm proud of the work that our team has done here on these productivity actions. So we pulled forward what we could. We're building an organization that, especially on the ABL side, specifically to this question, is scalable for the future and positions us well to continue executing and actioning the strategy that we've been following for the last several years. So this was a -- kind of do some hard work in advance to continue the growth and value creation algorithm on ABL side over the next year or 2.

Okay. Okay. And then just last one, just how would you describe the progress on shifting to Design Select just in terms of kind of where you are in that process?

Yes. As I've indicated, strategically, we'll have Contractor Select, which is we'll have designs with stress productivity for the distribution and retail channels. We will have Design Select, which drives productivity for architects, specifiers, contractors, et cetera. And then finally, we'll have the made-to-order portfolio.

Really, the progress at Design Select has been strong, although this is, as we said consistently, a long-range project. So we're still in the early to mid-innings of the Design Select evolution. So this will be a multiyear project.

Our next question comes from Christopher Glynn with Oppenheimer & Company.

Nice sporty numbers, congrats. Just looking for a little color on the ISN basically the competitive distancing that you're enabling these channel partners with vitality service and data. Are you seeing like some agencies kind of race ahead and extend dominance in their particular regions? Just looking for some anecdotal on the rubber hitting the road there because it seems to bearing out in the numbers.

Yes, Chris. So obviously, we're proud of our independent sales network. We believe unequivocally, we have the best independent sales network for lighting in North America, that round numbers about 80 independent agents throughout the country. And they are -- they're accelerating with our performance generally. And any time you try to use something 80 times, you'll have those who are accelerating more than others, obviously.

So the performance isn't perfectly uniform, but is strong across. We've leaned into and been really successful with those agencies that are on the cutting edge of where we are going. So specifically around controls, those agencies are strong. The agencies that are aggressive in growing markets some of the changes we've made over the last few years to upgrade our coverage in markets like Atlanta, where we're sitting right now, for example, have really borne out.

And so we have, I think, the most productive independent sales network in the industry and the most productive part of our independent sales network are those agencies that are most closely aligned with where we are going, and they are seeing real success.

That's really interesting. And then I was curious if backlog from legacy pricing is pretty much refreshed. I think last quarter, you forecast that you'd probably wash through any demand pull forward within the quarter. It sounds like that toggle to actually affected some net pulling into the third quarter. But are you -- is backlog? Is there still legacy pricing backlog that's any materiality?

Well, as Karen indicated, we did not reprice the backlog. So -- on the ABL side. So there's -- so the Q3 is a relatively clean quarter where, as we indicated, that's what it looks like when we get a little bit of top line in that business. As we look forward to the fourth quarter, that's where most of both the price increase and the tariff impact will appear.

Our next question comes from Jeffrey Sprague with Vertical Research.

I just wanted to come back, Neil, to intelligence basis margin. I heard your detailed answer the [indiscernible], but still trying to get my head around this margin rate that was above last year when we had or at least we probably had QSC coming in mid- to high teens sort of margin. Is there something in the deal accounting or some just the way revenues hit this quarter. Obviously, the revenues in the quarter were also maybe a bit higher than a lot of us thought. I really want to kind of nail this down a little bit more if we can. Where it really is just the pricing-related pull forward and the incremental margins that came on top of that.

Yes, Jeff. Yes. I don't want to lose the obvious here as we answer this question. We're building a very attractive business at AIS. And we made a solid strategic addition to that with QSC. And it's a transaction that is obviously going to add a lot of value to to what we're trying to do at AIS. As we made the acquisition, we indicated that we expected them to be pretty close to our legacy performance over time. Obviously, they've gotten there really quickly, and that has been purely through strategy and operations. There's no deal accounting otherwise. So -- so their sales growth, obviously, is high. It's stronger than they expected, stronger than we expected. So that's a contributor number one. Contributor number two is their adoption of our kind of productivity metrics. So -- so the best smarter, faster operating system really works for them.

And it has allowed them to scale through this increased business without really adding a whole lot of operating costs. I think it's worth noting that we have not asked them nor have we required them to really take any expenses out. So we have not eliminated any of what they were doing before. This is the result of them driving productivity. And -- and really, that's how we operate with better, smarter, faster. We are focused on productivity. How can we -- how much can we do with what we have. And you can see the leverage that, that creates when we get a little bit of top line. That's what's happening at ABL with a little bit of top line, that's what's happening at QSC as they join us and adopt our ways of working.

And then just speaking of expenses, maybe kind of an accounting it for Karen, but you did take a sizable charge in the quarter. I'm sure there was some fixed assets and things like that, that were part of that. But where there's substantial kind of Q3 period costs that now didn't hit Q3 because of a charge and are below the line, so to speak?

Yes, Jeff. So let me just hit on what those actions were. So as we said, they were to accelerate our productivity efforts around ABL. So the things that we did where we consolidated some brands, so really no impact to the SD&A of that in the quarter. We did have some associate severance as we change the work and became more productive in certain areas, and that was really late in the quarter, so you didn't really see a lot of the SG&A benefits there.

And then on the facility reorganization, that's an administrative facility as we've started to invest in our core ABL business in our Decatur, Georgia area. So that's really just an administrative office that we're going to close and put that up for sale. So no real benefits of that in the quarter. So bottom line is that we've taken these actions and you'll really start to see the benefits in SG&A and amortization in the fourth quarter.

Great. And then maybe just last one. Neil, back to just kind of big picture kind of demand equation, right? It's obviously human nature of the pre-buy in front of price increases and the like. But does that inform any view about potential demand destruction from tariffs or just the ongoing uncertainty that your customers must have in this environment. Just how is that kind of just tone of business just around moving forward with investments and activity?

Yes, Jeff, I think big picture, the customers behave incredibly rationally. So as it relates to the pricing actions and the instability of the tariffs and availability. So -- so if you get through kind of what those orders were and what -- kind of what they were related to, I think it was incredibly rational behavior on the part of the -- of our customer base.

As we look forward, both kind of short term and long term, the -- we're looking for stability in the marketplace. Our customers, our end users are looking for stability in the marketplace, so that they can make these decisions. So as I indicated, we're going to be conservative in our expectations. We're prepared to accept kind of as much additional revenue is available to us, but we're going to generally be conservative until we get a little bit more stability.

Our next question comes from Brian Lee with Goldman Sachs.

This is Nick Cash on for Brian Lee. Honestly, just one quick question on the accelerated orders in the backlog. I mean you mentioned putting in price, which drove these accelerated orders and you mentioned you built a bit of a backlog. Are you still seeing one, any accelerated orders ahead of July 8, now the price is in. And two, I guess, on the back of those accelerated orders, can you give any color on the size of that backlog that was built or any estimate how long it could take to work it down?

Yes, there's nothing related to July that would cause order acceleration unless they kind of term tariffs up again, and we have to take another pricing action. So as we wait for that, it's really what country deals will be announced and where -- and what the impact, if any, of those as we look forward.

In terms of the backlog, we largely -- are largely working through it. So as Karen has indicated and I've indicated, this will normalize between the third and fourth quarter. So I think it's just look at it over a 6-month period instead of a 3-month period, and you'll see a more normalized view.

Our next question comes from Brett Castelli with Morningstar..

Just bigger picture on ABL. Neil, you guys have entered some new verticals in that market in recent years. Just curious if you can talk about the contribution and the traction that you're seeing overall in some of those new markets?

Yes, sure, Brett. So as we've talked about our growth algorithm at ABL really is grow the market, take share and then enter these white spaces where we haven't either completed or competed as effectively as we expected to.

So I'd highlight 3 for discussion now. The first is refuel. So we made a strategic decision to enter the refuel market where we have not competed before, and we expect to build a very interesting business over a long period of time. So we're off to a really good start there. We've introduced the product portfolio. One, we've added high-quality independent sales agents, too, and we're starting to get real interesting traction there.

The second place would be health care. So we reinvented our approach to health care, largely with the with the introduction of the Nightingale brand that has changed the perception of kind of who Acuity is in the in the health care environment. And that's -- our performance there has exceeded our expectations. So we're really -- we've got strong traction there.

And then as we talked about, we acquired some blood like technology through M3 that we can use in sports lighting and infrastructure and municipalities, which will start to roll in kind of next quarter and the quarter beyond. So we feel really good about that portfolio. Obviously, as we introduce things, some will be up and to our expectations, some will outperform some will be a little bit slower than we expect. Horticulture is one that's slower than we expect. So -- but -- but generally, the portfolio of growth opportunities is contributing to us positively and will be a key component of how we continue going forward.

And I'm showing no further questions in the queue at this time. I'd like to turn the call back to Neil Ashe for any closing remarks.

So first of all, thank you all for joining us today. We are obviously really pleased with our performance in the third quarter. We have an outstanding business in Acuity Brands Lighting whose strategy is clear and it's demonstrating the results, product vitality service, technology and productivity, which can deliver results. And I think we saw the benefit of what a little bit of top line looks like for ABL in the third quarter.

Second, Acuity Intelligence bases is differentiated in the marketplace across each of our brands and then the combination of those brands. We have a different theory case. We have a collection of disruptive technologies, which are driving productivity for people and spaces and the people who provide those spaces to them, and we're excited about the runway for that business.

And then finally, kind of given where the world is right now, we're looking at the combination of the third and the fourth quarter to deliver what we expected for the rest of the year. And we feel like we have a foundation for an incredibly strong future from that point going forward.

So thanks for your time and attention. We appreciate your interest in Acuity, and we'll talk to you again in a few months.

Thank you for your participation. You may now disconnect. Everyone, have a great day.