Good morning, welcome to Aker Solutions presentation of our second quarter and the half-year results. My name is Preben Ørbeck, and I am the Head of Investor Relations.

With me today is our CEO, Kjetel Digre, and our CFO, Idar Eikrem. They will take you through the main developments of the quarter and the first half of 2026.

After the presentation, we have time for questions. Those of you who are following the webcast can submit your questions via the online platform.

With that, I leave the floor to Kjetel Digre.

Thank you, Preben, welcome to everyone tuning in this morning. As always, let me start the presentation with the main messages for today.

First and foremost, I am pleased to see that we continue to deliver solid financial results following the peak activity period in 2025. The second quarter revenue was NOK 13.1 billion, with an EBITDA margin of 9.2% or 7.9%, excluding net profit from SLB OneSubsea.

Strong results over time also mean that we can serve our shareholders well. During the second quarter, we paid cash dividends of NOK 4.2 billion or NOK 8.6 per share.

Operationally, we are making good progress on our project portfolio, meeting key milestones in the Aker BP projects. On the tender side, we secured another long-term frame agreement for our lifecycle segment, this time with Cenovus in Canada.

We are also maturing opportunities across other industry verticals, such as carbon capture and storage, hydropower, and small modular reactors. Finally, we are revising our guidance for the full year.

We now expect revenue to be between NOK 50 billion and NOK 55 billion, with EBITDA margins of around 7.5%, excluding net profit from SLB OneSubsea. As you know, SLB OneSubsea is an important contributor to value creation in Aker Solutions.

We expect dividends from SLB OneSubsea to increase in the second half of 2026, supporting full-year distributions broadly in line with 2025 levels. Next, let me go deeper into some of the operational highlights of the quarter.

A natural place to start is the Aker BP portfolio. We are currently in the final period of assembly at Stord for the two large topsides, Hugin A and Valhall PWP.

Both the smaller platforms, topsides, Hugin B and Fenris, have now left our yard in Verdal for the offshore installation and commissioning phase. The same yard has also delivered all four substructures for the Aker BP portfolio.

In total, more than 3,500 man-years have been involved in these projects at Verdal. This includes 130 apprentices, something we are particularly proud of as they represent the future of our industry.

Another project I like to highlight is the Skarv Satellites. This project comprises three separate subsea fields that will be tied back to the Skarv FPSO.

SLB OneSubsea has delivered the subsea production systems for these developments, while our responsibility has been to modify the FPSO to enable the tiebacks. Supported by strong offshore performance, the projects are on track to deliver first gas in the second half of 2026.

I think an important part of the story is not just what we deliver, but how. Together with Aker BP and the other alliance partners, we set out to radically change how to deliver capital projects.

The achievements in these projects are proof that we are doing just that. The drive for change is also highly relevant in our lifecycle segment, where we continued on our winning streak in the second quarter with the award of the five-year frame agreement with Cenovus Energy in Canada.

The scope includes engineering, maintenance, and operations support for the new West White Rose platform, as well as the SeaRose FPSO. With this award, we have successfully renewed all five frame agreements that we have tended for over the past 12 months.

Not only have we won, but our scope has increased, and we are now taking responsibility for several new assets, both onshore and offshore. What is the winning ingredient?

When you break it down, I believe it is the combination of our deep technical expertise, our cultural collaboration, as well as our improvement mindset that sets us apart. In Aker Solutions, we focus on developing next-level solutions, and this is next-level lifecycle, where our ambition is clear, a 50% improvement in costs and delivery times.

How do we achieve it? We do it through three main levers: co-creation, increased efficiency, and reducing costs.

Firstly, for us, co-creation means making an early impact. We start early and work closer with our customers to shape better concepts from the beginning.

We simplify the solutions, define the right level of standardization, and we reduce complexity before the project enters execution. This has a significant impact further down the line.

Next, we increase efficiency in execution. We challenge requirements, digitalize and automate our processes, and adopt more agile ways of working supported by artificial intelligence.

Lastly, we reduce costs. We remove what does not add value, standardize how and what we buy, and we reuse solutions that work rather than reinventing the wheel.

At the same time, we leverage new technology to improve information flow and enable more remote and autonomous operations. All of this is not about doing more.

It's about doing things smarter, simpler, and together, and proving the value for our customers every step of the way. Next, I wanted to say a few words about how we are maturing the different versions of ourselves in other industry verticals.

Carbon capture and storage is a market where Aker Solutions has been present since the early 1990s. Norway is one of the frontrunners in this market, supporting the development of a complete CCS value chain through the Longship project.

Here, Aker Solutions has been the main contractor for delivering both the carbon capture facility at Heidelberg Cement plant in Brevik and the Northern Lights storage facility on the west coast of Norway. We are executing the second generation of CCS projects in Norway, and in the second quarter, we celebrated construction start twice at Stord.

One was for the modules to the carbon capture and storage project at Hafslund Celsio waste to energy plant in Oslo, and the other for the capacity expansion of the Northern Lights storage terminal. We believe the market outlook for CCS is positive, and we are positioning for several upcoming opportunities in different geographies, both through ongoing tenders, early phase studies, and strategic alliances.

Another example is hydropower. Hydropower is the backbone of the energy system in Norway, representing about 90% of electricity supply.

Its importance is growing both due to rising energy demand and through its role in balancing variable energy sources such as wind and solar. Hydropower is not something new to Aker Solutions.

In fact, we trace our history in this market back to the 1850s, when the Norwegian hydropower competence was developed by our predecessor, Kvaerner. With the acquisition of Rainpower in 2022, hydropower was again a part of our energy offering.

Since the acquisition, we have transformed the entity into a robust growth business with solid underlying margins. Recently, we were awarded the contract to supply all electromechanical equipment for the Tussa II hydropower plant in Norway.

What is special about this project is that we have been able to bring an alliance-inspired model into hydropower. This means working closely together with Tussa Energi from the early phase of the project.

Through this collaboration, we've been able to develop smarter and more efficient solutions, something we hope will set a new benchmark for hydropower going forward. Strategic collaboration also plays an important role in our engagement into the emerging market for small modular reactors, or SMR for short.

In late April, Aker Solutions signed a Memorandum of Understanding with Rolls-Royce SMR, a leading player in this market. Through this partnership, we will apply our expertise in design, project management, and modular construction to develop non-nuclear parts for these power plants.

Rolls-Royce SMR has now been selected for several projects in the U.K., the Czech Republic, and most recently, in Sweden. All projects are backed by state governments.

In Sweden, the government recently acquired 60% of Videberg Kraft, which will be the developer and operator of three SMR units with a total capacity of 1.5 GW. The active involvement of governments in Sweden, the U.K., and the Czech Republic highlights the growing confidence in the SMR technology as such and its role in Europe's future energy mix.

In fact, these three countries have publicly announced ambitions of building more than 15 SMR units. Meeting these ambitions will require a coordinated effort by the European industrial base.

We are quite proud of being selected by Rolls-Royce alongside other robust partners to deliver on these ambitions. Where are we now?

As part of the MoU, we are working closely with Rolls-Royce SMR to mature the module scope, to finalize the first binding contracts for engineering and design services. A bit further down the line, we expect startup of larger construction scopes by early 2029.

This takes me to the tender pipeline, which is currently at about NOK 77 billion. The reduction from the first quarter mainly relates to the loss of an offshore wind project in Europe, where the developer selected a local competitor for execution.

However, we continue to see a good mix of opportunities across oil and gas, renewables, and adjacent markets, which we believe will create activity in the years to come. With that, I leave the word to Idar, who will take you through the financials of the quarter.

Thank you, Kjetel. I will now take you through the key financial highlights of the quarter and the first half year of 2026.

As always, all numbers mentioned are in Norwegian Kroner. Let me start with the income statement.

The second quarter revenue was NOK 13.1 billion, a decrease of about 14% compared to the same period last year. The underlying EBITDA for the quarter was NOK 1.2 billion, with a margin of 9.2%.

If we exclude the net profit from SLB OneSubsea, our underlying margin was 7.9%. For the first half of the year, the EBITDA margin, excluding net profit from SLB OneSubsea, was 7.8%.

The underlying EBIT in the quarter was NOK 819 million, with a margin of 6.3%. The underlying net profit was NOK 659 million in the quarter and NOK 1.3 billion for the first half of 2026.

Lastly, earnings per share was NOK 1.37 for the quarter and NOK 2.67 for the first half of 2026. Let us take a look at the performance of our operating segments.

For renewables and field development, the second quarter revenue was NOK 9 billion. The underlying EBITDA was NOK 846 million, with a margin of 9.4%.

This was driven by solid operational performance as well as profit recognition from two second-generation renewable projects in the period. Order intake in the quarter was NOK 5.5 billion or 0.6x book-to-bill.

This mainly relates to the contract for a steel substructure for our European HVDC project, as well as growth in our existing portfolio. The secured backlog was NOK 32.6 billion at the end of the quarter.

Based on the backlog and market activity, we now expect the revenue in this segment to be between NOK 35 billion and NOK 40 billion in 2026. For the lifecycle segment, the second quarter revenue was NOK 3.6 billion, down 8% compared to the same period last year.

This was mainly driven by lower hookup and commissioning activity in Norway compared to the first half of 2025. The underlying EBITDA in the quarter was NOK 267 million, with a margin of 7.4%.

Order intake was NOK 3.6 billion or 1x book-to-bill. This was mainly driven by the mentioned frame agreement in Canada as well as growth in our existing portfolio.

The backlog continues to be highly robust at NOK 42.4 billion, providing good visibility on activity levels for several years ahead. If you also include the estimated value of the option period for our frame agreements, the backlog will increase to about NOK 80 billion.

Based on secured backlog and market activity, we continue to expect revenue in this segment to be around NOK 15 billion for 2026. Next, we will look at our cash flow development in the quarter.

Our financial position remains robust with a net cash of NOK 4.3 billion, including investments in liquid funds. Operational cash flow in the quarter was NOK -195 million.

This includes the expected cash outflow from a working capital reversal of NOK 1.2 billion in the period. CapEx in the period was NOK 73 million, or 0.6% of revenues.

The quarterly dividends received from our 20% stake in SLB OneSubsea was NOK 138 million, in line with the same period last year. Based on SLB OneSubsea's strong financial position, we expect dividend distribution to increase in the second half of 2026, supporting full-year distribution broadly in line with 2025 levels.

Last but not least, we paid out about NOK 4.2 billion in ordinary and extraordinary dividends to our shareholders in late April. I will now hand the presentation back to Kjetel to summarize the key developments of the quarter and present our updated guidance for 2026.

Thank you, Idar. To summarize, I'm pleased to see that we continue to deliver solid financial performance following peak activity levels in 2025.

I'm also encouraged to see that we continue meeting critical milestones on ongoing projects and that we are maturing future opportunities together with our strategic partners. Next to our revised guidance for 2026.

Based on secured backlog and market activity, we now expect revenue to be between NOK 50 billion and NOK 55 billion. EBITDA margins, excluding net profit from SLB OneSubsea, are now expected to be around 7.5% for the full year.

CapEx is currently expected to be between 0.5% and 1% of revenue in 2026. We continue to expect working capital to normalize over time to a level of between NOK -4 billion and NOK -6 billion.

Finally, SLB OneSubsea is an important contributor to value creation in Aker Solutions. As mentioned, we expect dividends from SLB OneSubsea to increase in the second half of 2026, supporting full year distributions broadly in line with 2025 levels.

Thank you for listening. That was the end of our presentation, and in a few moments we will open for questions.

Okay. The first question comes from Victoria McCulloch in RBC.

In terms of renewable field development, can you give any color on the trajectory in the second half of the year and how we should think about activity levels? Is the increased guidance a reflection of the acceleration, in the Aker BP projects?

Yeah, I think, in general, we have a high activity level in all segments. These are year-around activities that will continue.

The dominant activities, obviously the huge projects that is currently at Stord. The way that we are handling them means that the second half will be as high activity as the first half.

We will see a shift from onshore to offshore. The first projects have already been installed offshore and we are following them and completing them out at sea, I would say.

Then both Valhall and then eventually Hugin will also follow. Throughout second half of 2026, we will move from onshore to offshore.

It's also very clear, I would say sort of a Norwegian way of handling these projects, that we are focused on being predictable on the sort of the startup part of this. We will, in alliance with Aker BP, make sure that these projects start up as planned in 2027.

Yeah. In terms of numbers, as you probably have seen from our report, we have adjusted our guidance for 2026 full year, and increased revenue guidance and also margins.

For renewable and field development segment, we have said that the revenue will be in a range of NOK 35 billion-NOK 40 billion. That should indicate a similar type of level in the second half of 2026 as in the first half.

Following up from Victoria on the year ahead projection with a lower backlog, how much should we extrapolate our expectation, and are there any awards in the second half that could materially move the needle in 2027?

Yeah. It's too early to sort of come with the updated guidance, we are working on several projects that could have impact both in 2027 and 2028, providing that we are successful on the bidding.

Moving to a question from Lukas Daul in Arctic. If you can provide an update on the legacy projects and the provisions taken so far in 2026.

Perhaps first of all, just mention that these projects are now currently in the offshore phase where we are working on completion and commissioning and towards the startup of these projects.

Yeah. In parallel, as we have spoken about before, there are commercial dialogues going on the legacy lump sum projects.

In terms of provisions, there is no change in second quarter. There was some change in the estimates during the first half, and that was taken in the first quarter.

Moving to a question from Mick Pickup in Barclays. He states that there's a big focus on the renewables and clean energy.

If you can talk a bit about the first generation to the second generation, especially in CCS, and what the main differences are and what you have learned yet.

Yeah. Going into renewables and also CCS, this is a change journey, transformation journey for the whole industry.

Both on the operator side and us as a main contractor, we need to sort of understand how to create a new version of ourselves, to be precise and lean enough to make sure that these business cases are flying and that we all create a win-win situation and earn money. The first generation where I think we, particularly in Norway, we were sort of slightly polluted by the oil and gas tradition on specifications, on the way of collaborating.

Now in this second generation, it's really sort of remarkable to see how we are working on, in a way challenging and in a way positively cannibalizing the way that we are handling this. In my mind, we're really sort of moving the needle, and particularly on the CCS side, where we see that we have a completely different way of handling it.

Creating new versions of ourselves that in one end can then serve this sort of leaner, different kind of industrial market, but then also up the game when we are looking at the likes of SMR and defense.

Maybe a follow-up to Idar on, what is the opportunity set in terms of revenues and margins in these markets, CCS, hydropower, SMR?

Yeah. All in all, it's a very interesting market and there are great opportunities.

We will have to come back and put some numbers behind it. The reason why we are positioning ourself in this market is that we see that this can be quite interesting, and for some of it could even develop into separate segments down the road if you have a long-term view on it.

Yeah. Maybe there's a follow-up as we recently announced an order in the hydropower space, Kjetel.

If you can give some more color on the alliance-inspired execution model and what the Aker Solutions competitive advantage is in this market.

Yeah. Hydropower has been key to the energy provision in so many different regions of the world, we have been part of it for hundreds of years, if you look at the old Kvaerner history.

It hasn't sort of been renewed, modernized over the years in perhaps the same way that oil and gas and other areas have evolved. What we see now is that the players in that energy market, they are curious on what we bring to the table when it comes to different ways of both early involvement to define how the things can be done technically.

Also how we can link up through the actual terms and conditions to actually create common drivers to ensure success in a very sort of complementary way of executing. It's also good to see that the end clients are curious on how we also collaborate around developing technology, which is obviously a big lift and shift that could provide a next level on the hydropower side.

I think we move over to a few questions on the guidance. We start with a question from Lukas Daul.

Your 2026 revenue guidance is up NOK 7.5 billion at the midpoint since the first issued in November. What factors and projects have contributed to the increase?

Are you surprised by how big the deviation is versus your original forecast? Maybe to Idar.

I think it's fair to say when we issued the original forecast, we might be on a bit conservative, careful side on our estimates. If you look at the development since November 25, we have managed to secure new frame agreements on most of, or all of the sort of targeted frame agreements in Lifecycle.

We are going full speed ahead in the Aker BP portfolio in order to meet the milestones and deliver those. The totality of this, when you sum it up, has led to increase in the top line and as well as increase our contribution from these projects.

We are happy with the development so far.

Moving on to a question from Mick Pickup on Lifecycle. The top line has been around NOK 7 billion in the first half, and NOK 15 billion is the guidance.

Is this the run rate with all the new contracts that we also now expect to be operational through 2027?

Yes. When it comes to that one, as I said, we are happy that we have renewed all those important contracts.

Not only renewed it, we have managed to secure actually a higher volume on some of them than what we had in the past. That is good.

We are working on improvement programs into those contract. We will deliver on those improvement programs.

That in itself could lead to a reduction in hours and therefore also revenue. Due to the increase in, call it scope and activity, we expect for this coming year that NOK 15 billion is a level that is sustainable.

Just to remind ourselves, when we improve and take costs down, that means that the operators, they are able to lift more projects, lowering the threshold for actually having business cases that they can decide upon is very important.

Just to add to that one again, is that when we do that, there is also linked up to incentive mechanism and performance-based incentives is a fairly large share of also our lifecycle contracts.

Moving on to a question from Erik Aspen Fosså, SpareBank 1. If you can give a split on the tender value in terms of how much oil and gas, renewables, and also if you have included any of the SMR opportunities in the tender pipeline.

Qualitatively speaking, we have some huge oil and gas prospects in the tender pipeline, yes, both in Norway and abroad. There is a lot of initiatives, both in offshore wind, in CCS and hydropower that is ongoing, and I would say growing and looking very good.

The numbers, do you have a-

This will vary from quarter-to-quarter, depending on the portfolio under the tender phase. Right now it is dominated by oil and gas in totality.

These, as we know, are fluctuating from quarter-to-quarter.

Maybe to add, as we've said, the SMR opportunities, we expect the big construction scopes to come-

Yeah.

...from 2029 onwards, that we are targeting smaller engineering scopes, which may start earlier. That takes me a bit to Martin Huseby Karlsen from DNB question.

Based on this comment about construction start in 2029, what type of revenues should we expect before this? Can you help them quantify?

Yeah. We have this partnership with Rolls-Royce SMR because we see how we, in the partnership, can handle that kind of task together, the task is large and it's complex.

That means that construction start is not the only big milestone. We will, ahead of that, both be in a design phase where we are developing the concepts and methodology.

We will be in a detail engineering phase, which is where we are talking about hundreds of engineers being involved, and then also start the procurement plan, where we are placing orders out to equipment providers. Construction start is speaking to our own physical activity on our yard.

Before that, we will have a lot of activity to make sure that these projects are on track.

Thank you. A lot of interesting things ahead.

Last question coming from Edgar, if you can share your vision, Kjetel, for the organization going forward, the key changes that you believe will be necessary.

Well, again, we have a mission purpose, solving global energy challenges for future generations. I think you see now, throughout the years that we've been here, that we are really focused on making this happen, and we are still in that whole energy mix and then broadening it as well.

What is important then is to understand what are the true both capacities and capabilities in the totality of Aker Solutions and are we good enough to then make sure that they are groomed but also show that you have these different jewels in the company. That is a super important part of the communication going forward that everybody understands both the importance but also the relevance of the totality of Aker Solutions going forward.

Thank you, Kjetel and Idar. That was all we had time for today.

From all of us, thank you so much for listening, and goodbye.