Good morning, everyone, and welcome to the presentation of Saab's report for the second quarter 2026. My name is Johan Andersson, responsible for Investor Relations, and I will be the moderator here today.

With me, here in Stockholm, we have our CEO, Micael Johansson, and our CFO, Anna Wijkander. Micael and Anna will present the report, and thereafter, we will start with the Q&A session.

Remember that you can both ask your questions over the telephone or you can post the questions in the web interface, and I will read them out here in Stockholm. With that, warm welcome, and I will hand over to you, Micael.

Thank you, Johan, and also from my side, welcome to the second quarter report. Let's just dive into the highlights immediately.

As you've seen, this was another strong quarter with lots of momentum on the business side. What's been defining the quarter was, of course, the major contracts that we have received on the submarines in Poland, and also the Gripen E-version contract with Ukraine.

Huge sort of breakthroughs and success, of course. Then we are doing extremely well when it comes to improving our way on the operational execution, and that drives gross margin and, and, of course, our profitability on the bottom line.

Connected to that, it's all about sort of production ramp-up and increasing our capacity in achieving this. Since we are investing, and have done that for quite a few years now in capacity, this is now coming into play.

We also recruit many skillful employees as we speak, roughly on a number of 3,000 net up a year, which adds to our capacity to deliver to our customers, and that pleases me really well that we are doing well in that area. We will continue to do that, of course, but on top of that, it's not only about capacity, it's also about future capability, and here we also deliver more energy into R&D and new capabilities, which we are showing to our customers as we speak.

I think we have increased in the first half year now compared to the first half year last year, I think we've increased R&D with roughly 700 million, which is a big step. We have a record order backlog, 318 billion, and very strong prospects for the future growth, and I will come back to how that backlog looks like in terms of more short-term deliveries, and what sort of ahead of us beyond like three years in terms of deliveries.

I need, of course, to spend some minutes on, on the success stories this quarter. I think it was a big breakthrough when it comes to the, the contract with submarines for Poland.

They have now contracted us for three submarines that will be delivered in, in the next few years. Of course, this is not only an industrial success, it's also very good for the Baltic Sea, increasing our underwater capability together with Poland from a security perspective of the Baltic Sea, but it will also entail industrial collaboration with Poland, and we will have sort of shipyard capabilities on both sides of the Baltic Sea, which makes lots of sense in terms of security and redundancy going forward.

We're really happy about this, and it shows, of course, that this conventional submarine capability is of state-of-the-art capability, and it's a big evidence of that that we are doing something really right in this area. Same thing, of course, when it comes to the Gripen fighter, the Gripen E-fighter.

There's been lots of discussions about Gripen for Ukraine, and President Zelenskyy was here not so long ago in Uppsala discussing this, and, and telling us that now we will go ahead with this, and he talked about up to 150 aircraft. This is now the first batch actually being contracted by Ukraine, 16 Gripen Es.

We haven't booked this yet. It will be booked in, in the next quarter due to the fact that there were a couple of administrative things connected to receiving money then from EU that Ukraine has to sort of fulfill, and then that will be then that will be coming into effect, that contract, shortly.

Big success, of course, but this is only the first batch, and we will diligently continue to work with the next batch. On top of that, of course, a couple of really big successes on the GlobalEye.

Canada selected the GlobalEye earlier in May, and we are in negotiation now with Canada and will move ahead as quickly as possible to contract that, of course. We're talking about six aircraft.

Then not long ago, last week, I think, it was the NATO summit and the industrial day, and was a big release that from the NATO side that they have now selected the GlobalEye. We're talking roughly 10 aircraft to NATO replacing the E-3 in Geilenkirchen as a common capability within NATO supported by nine countries now.

It will be operational, of course, and supported by all the countries when it comes into play in Geilenkirchen. Big breakthrough, and I think it shows an evidence of how important it is to be in the alliance as a country, and it's also another evidence of what fantastic capabilities we as an industry we have to be able to provide to NATO, and to have Sweden and Saab to be be delivering this sort of strategic capability to NATO is a really big thing.

It's been a fantastic quarter from a big contract, big sort of selection point of view, and it creates a big balance and good balance between our product sort of offering in the market and also the platform offering. This is one of my favorite slides, I must say, this year and this quarter.

A few words, not going into much detail, but on why they why this sort of capability, the GlobalEye, is so attractive. We have more in pipeline, but I can't talk about details about that, but it's, first of all, it's a capability that can actually cover the air, the sea, and the land simultaneously.

Normally, earlier, the airborne early warning capability was about the air surveillance capability. Now this is all domains.

Of course, it is also incredibly sophisticated when it comes to how it digests all the information from all the sensors. The primary sensor on the fuselage on the roof of the fuselage is, of course, the the one that covers sort of the the longest distance, over 650 kilometers.

You don't have to be close to any hostilities. Then there's a passive system as well that surrounds the aircraft, everything that is looking at you will be detected as well and gives you a passive quality, which is fantastic.

All of this sensor information is fused and managed, of course, and digested by AI capability, the the operators in the aircraft and what's linked to the ground or other platforms makes sense quickly, and you get situational awareness picture to that which you understand in a very sort of skillful way, and and you have that quickly. It is in production.

We have this aircraft in operations in UAE, and we have it in production, we can deliver it in with short lead times, and it adds to a very critical capability gap, of course. This is a this is a node in a network, it will you will have access to the information that this platform gathers, also from other platforms like ships and fighter aircraft or ground centers or even sort of army sort of type of equipment.

It is a really important sort of capability to have strategic and tactical situational awareness. We are really proud about this.

Now back to the numbers. As you've seen, we had an order intake of slightly more than 68 billion this year, of course, dominated by the big contract on on the on the submarines for Poland, but also the underlying order intake is very good.

The good organic growth of almost 30%, and that shows in how we actually deliver and how our capacity investments come into play continuously to increase our delivery pace in all areas, I would say. Then, of course, we increase our profitability in a very good way, driven, of course, by sales, but also more more efficient operations, and that improves the gross margin and and by that also the the bottom-line operating margin.

We had a zero type of cash flow quarter, but the half year is roughly 1 billion plus compared to the first half year last year, which was -1.1 billion. Normally, we do have sort of a second half of the year that is a lot better than the half first half year, and I just want to underline, we have not sort of taken in any payments yet connected to the the submarine contracts in Poland, we are confident in delivering a good positive cash flow for this year as well, and on track for our guiding on 60% cash conversion over the period.

A few comments on the different business areas from my side. The growth in in Aeronautics is connected to good sort of pace and and deliveries of Gripen aircraft, and but also the tactical software capability development adds a lot of revenue to to to the Aeronautics side of things.

Then, of course, I need to mention that it was a big event in in Linköping, Sweden, when we rolled out the first two-seater of the Gripen called Gripen F, because that's also contracted by Brazil, which was a very important milestone, of course, and now these will also come into deliveries as we speak in the next quarter. We we still have issues when it comes to underabsorption, when it comes to getting up and running on the on the pace of delivering T-7s from our facility in West Lafayette.

We're getting there. A very important milestone was reached in the US now where the Milestone C, which they call it, when they actually start contracting Boeing on batches of aircraft.

We have been working our batches for a while with contracts from Boeing to Saab, but now the US Air Force is starting to operate this aircraft, and now the pace needs to increase going forward. It will take a few quarters more and a couple of years, I would say, before we actually get back to to to good numbers on this side, but eventually this will be an excellent franchise program over many years.

Then, of course, I talked about the Gripen E to Ukraine, I don't have to go back into that even though I would like to talk a lot about that. This was a success story.

Dynamics, then. Very good market demand still.

It's a bit lumpy in sort of when the contracts come in, lots of small contracts, but also a few big ones in the pipeline. A few to mention now during this quarter is, of course, the NLAW support weapon to France and also another M4 Carl-Gustaf to Lithuania, and a training vehicle training system to to the US Army, which is important contracts and is good underlying pipeline also for Dynamics.

Good deliveries, really good growth, 36% quarter-to-quarter, and we also have new products coming into play. We have a new missile for the RBS 70 system, we have a new ammunition type for the Carl-Gustaf that we've launched, and we have a camouflage net type of product, a poncho for a soldier, that is really taking taking effect now in the market.

Many good things are happening, and there will be more things that we're investing in in this area coming going forward now. Dynamics is doing well, and also Surveillance extremely well.

A strong demand, and I need to point out that we have high deliveries of products from from from Surveillance, especially on the sensor side. As an example, Giraffe 1X is very high demand in the market, we are manufacturing this on you could call it speculation, not only on contract.

Compared to last year, we have done a lot more deliveries, 100 systems already in the first half year, and we are moving to a pace of more than 300 systems a year going forward when it when we talk about the Giraffe 1X. Also, of course, the GlobalEye has a has a great pipeline and a big interest in the market.

Now, as I've talked about, Canada, NATO have selected that, they that's negotiations for contracts ongoing. Also here we work a lot with a counter-UAS portfolio, the the counter-unmanned aerial system portfolio, which is a very important part of our portfolio where you where we have the components in terms of sensors and command and control, and then we use different type of effectors to take out aerial threats.

That is a portfolio that I think has a big potential going forward, being an open type of architecture system that we have now launched. Good growth, as you can see, 47% quarter-to-quarter, excellent, and an increasing backlog.

The Naval side, I must say there is a high demand also in that sort of market. That we didn't get selected together with Babcock on the frigates for Sweden.

You maybe saw yesterday that we were contracted by tkMS, ThyssenKrupp Marine Systems, in Germany to provide everything from composite structures to to to sensors to command and control to fire control systems for that frigate F128 going forward, four of them. That was almost 9 billion in order intake, and they might need another four going forward, so that was a big breakthrough, of course.

There is a demand for that portfolio. I must underline that.

Now the contract on the the submarines for Poland and in combination with the Swedish contract, of course, means that we are ramping up production capacity both in Karlskrona, the shipyard there, and also taking more more facilities into play and ramping up capability in Landskrona, the other shipyard, where a number of things will be done on the submarine side as well. We have other contracts also.

In Australia, we are selected as being the provider of all the surface vessels, and we have received another reasonable contracts from them this this quarter. Also the combat boat is is increasing in interest in many countries, we have we're building a new facility, increasing our production capacity up north in Docksta outside Örnsköldsvik for that capability as well.

We have really good progress on the A26 submarine program in Sweden. The the profitability of the Naval side is is is a little bit weaker than than than the comparable quarter, but that's due that we took sort of an effect of that we didn't get selected on the Swedish frigate side together with Babcock.

We we did the write-down and took the whole effect of that during the quarter. Otherwise, the profitability would have increased also in in in this area.

That was a one-off. Huge backlog now, of course, due to the contract in Poland.

Combitech is also doing really well. The the sales is a bit flat, but that's mainly through effects of of the mix between consultants sort of consultant hours and and how we treat sort of other other more sort of commitment projects delivering things timing-wise.

That's not a problem at all. They are doing well on on on their growth side as well, this is more like a timing effect.

Then, of course, the the profitability is increasing in a very good way, and we are growing in our commitments and contracts with, for example, the NATO Communications and Information Agency on the cybersecurity side, but also new contracts with the Swedish Defence Materiel Administration. Combitech is is doing really well, I must say, and and that's really good for Saab because it's a resource and competence that we can handle sort of between internal internal projects within Saab, but also having good contracts externally.

On the sustainability side, we are doing a lot to, of course, support our commitments to reducing our emissions. This quarter-to-quarter, we did this quarter we actually increased 8% due to lots of business activities mainly and many, many flight test test flights, but we're doing well in comparison to the to the commitment we've done with SBT SBTI.

We're we're on a good track. A couple of examples, you can see here what we're doing: more and more automated capabilities introduce it.

We have a robot-assisted welding procedure now, which is is reducing lots of material, and by that also CO2 emissions, of course. Same thing on the Aeronautics side: we use 3D printing, and we reduce emissions from that because of material usage and all that.

Many small small but important parts are being done to to improve going forward in the way we do things when it comes to sustainability and environmental aspect of things. We are at the second place in the aerospace and defense sector in the ranking done by Financial Times and Statista's ranking when it comes to European Climate Leaders, and our ambition is to be a leader in this area going forward and, of course, all the time.

Last slide from my side, and I think this slide is important to reflect upon. This shows how our backlog is divided in terms of how much is going to be delivered in the next two and a half years from now and how much that is increasing quarter-to-quarter.

If you look upon a quarter second quarter a few years back, and as you can see, 60% roughly of the backlog is related to things that will be delivered in two and a half years timeframe. If you look back to the last second quarter last year, it that has increased 36%.

Now also because of the successes on the platform side, which is a bit longer contracts, of course, if you look upon what will be delivered from from year three and onwards, that has increased dramatically, of course, from last year second quarter, and now is 120 billion and an increase of 132%. That this is just to show you that even though we get large platform contracts, still our short-term deliveries are increasing also a lot in in the backlog, and that's still 60%.

We have a very good mix in our backlog, I must say. Without sort of complicating myself too much into numbers, which I think is Anna's responsibility more, I will now hand over to Anna for a more detailed view of of our numbers.

Here you go, Anna.

Thank you, Micael, and good morning, everyone. It's so clear that we have delivered a strong second quarter.

We have continued to strengthen our market position and executed on our strategy to both increase our customer deliveries while we, at the same time, are increasing our investments in capacity expansion and also future capabilities. Altogether, our strategy execution is really reflected in our solid financial performance.

Before going into the quarter, I would like to take a step back and look into how our performance during the last years and how it is in relation to our financial targets. We can see that our sales growth CAGR is now at 24% over this period, and we have done this growth with a profitable growth journey, meaning that we have increased EBIT more.

It's at 34% now, supported by expanded gross margin as well as operating leverage. Our cash conversion reached 53% after this quarter.

It was a little bit lower than we were after the first quarter, but a huge improvement compared to where we were last year at the same time. Also, as Micael said, we normally have a stronger positive cash flow profile in the second half of the year.

Altogether, we remain confident that we are well progressing towards our medium-term targets in cash conversion as well. Now let's look at the numbers more in detail and focusing on gross margin and operating income.

We delivered a record gross margin for the single quarter. Importantly is that we expanded the gross margin by more than 1 percentage point compared to last year, and that is very much driven by Surveillance and Dynamics, which increased their share of the total sales revenues in the quarter.

In addition, we significantly increased R&D, which is according to our strategy. We are, at the same time, leveraging and scaling on administration and marketing and sales costs.

All in all, we are improving our EBIT margin to 11%, an increase of 41% in the quarter. Turning to our business areas, and let's start with Dynamics, where the ramping up is done successfully, and we have had several deliveries in the quarter, which has contributed to the EBIT, which is an EBIT that is at record numbers this quarter.

The sales and EBIT growth in Dynamics is broad across the business units. Very good performance from Dynamics.

The same goes for Surveillance, where we have the EBIT growth of 55% in the quarter. Here it is very much the sensor systems business that is supporting both the growth and the EBIT margin expansion.

Like Dynamics, Surveillance is ramping up, and that is something that we see in the G1X production, which is ramping up and contributing to several deliveries and the EBIT margin increase in the quarter. In Aeronautics, it's the Gripen business that is expanding the production capacity with delivery levels that are increasing.

As we have mentioned before, we still have negative contribution from the T-7 program, which is something that we will have for some more time until we have ramped up and have scale in that production facility. Finally, our business area Naval.

The highlight for Naval this quarter is, of course, this huge contract for the three submarines to Poland, a large order of 47 billion Swedish kronor that will contribute to sales and revenues for a long time and several years ahead. On the other hand, we were not selected for the Swedish frigate program, and as Micael said, we have recognized costs that was related to that program that we have taken now in this quarter, and that is what's impacting the EBIT and the EBIT margin negatively in business area Naval this year.

All in all, we have delivered strong EBIT across the group. Importantly to mention is that we have achieved that while we at the same time are making significant investments for R&D, in future growth, innovation, and technology leadership.

On a rolling 12-months basis, we have spent 4.4 billion Swedish krona in internally funded R&D. This is more than doubled since three years ago.

Our R&D is focused on key technology areas, including autonomy, next-generation sensor capabilities, advanced weapon systems, and AI-enabled command and control systems, all of which are supporting the future growth. These efforts are generating fast results, and some examples during the quarter are, for instance, that we did a first test flight for an unmanned airborne early warning system together with General Atomics.

We also performed a successful remote torpedo firing from an unmanned and remotely controlled Combat Boat 90. These are just some examples on new capabilities that will reinforce our ability for future opportunities, while it's also going to strengthen our existing platform.

Now let's take a look at cash flow. Looking at the first half year, we have a positive cash flow of 1 billion Swedish krona, which is a significant improvement from last year.

That is coming from while we at the same time are increasing our investment in capacity that is increased by around 1 billion Swedish krona compared to last year. The higher cash outflow from financial items and taxes is mainly related to the higher taxes that were paid in Q1.

With support from the recent major wins, we see good prospects for good cash flow for the rest of the year. As Micael also mentioned, we have not yet received the advance payment for the Poland contract, we remain confident to continue positive cash flow during the year.

Notably as well is that we are improving our return on capital employed, and that is driven both by higher profitability and also higher capital turnover. Our balance sheet is strong with a net liquidity of 2.5 billion SEK.

It's a decrease since year-end, and that is primarily from tax and dividend payments done. We have a cash and liquid investments of approximately 17 billion SEK, and in addition to that, an unutilized revolving credit.

Also worth mentioning is that S&P has made their annual review in June, and they reconfirm our investment-grade rating of BBB+. Overall, this provides a strong financial position and a flexibility going forward.

All in all, we remain confident in our medium-term targets. They are supported by strong market demand and increasing defense spending, and our portfolio is well-aligned with customer requirements.

We continue to invest heavily in production capability, technology, and talents, both to support future growth and to make sure that we can deliver on our commitments. These investments are increasingly translating into higher delivery volumes and improved scalability across the company.

Against this backdrop, we are well positioned to reach our medium-term targets of organic sales growth in this period '23 to '27 of around 22% CAGR. We have an EBIT growth higher than the sales growth, and a cash conversion about 60%.

We see that the combination of the record backlog, the strong demand, the capacity expansion, the discipline execution, is a solid foundation for achieving these targets. With that, I hand over to Johan and the Q&A.

Thank you.

Thank you, Micael and Anna, and let's move over then to the Q&A session. I think we have a couple of questions over the telephone that we can start with, and also remind you that you can post your questions over the web interface as well, if you like that.

Please, operator, do we have any questions over the telephone conference?

Thank you, operator, and good morning, Johan, Micael, Anna, and congratulations to the solid operations Q2 and all new bagged orders. I have a couple of questions, if I may.

Can you hear me?

Absolutely. Go ahead.

Super. Thanks.

First, I would like to ask you a little bit on group gross margin. It was strong given the mix.

I was thinking if we will have more of an unchanged mix and also underlying gross margin would have been in that scenario. Also, if you can comment on impact on component inflation so far and what to come.

Thank you.

Do you want to talk about the gross margin on group level?

Yes, I can do that. As we can see, the gross margin has improved, and this quarter it was really driven by Dynamics and Surveillance.

The gross margin is increasing when we're scaling the company, but, of course, it's impacted by the mix from the different business areas. As we know, the contracts that we are receiving now for the platform contracts are going to be delivered over long-term period, we still see that the gross margin is expanding.

I must say it's a bit difficult to predict exactly how the mix will look like because even though the big platform contracts are a bit more stretched when it comes to deliveries over time, those operational business areas are a bit different when it comes to the gross margins, but still delivering sort of the bottom-line margin needed. Exactly how the mix of products, which has higher gross margins than maybe the platform margins, will look like going forward, it's hard to say, actually.

It depends on the slide I showed with how much of the backlog is actually related to short-term deliveries and the longer-term deliveries. All in all, bottom-line margin will be good in the mix.

The other question was related to components, I guess. We're not a huge buyer of components.

Of course, we pay attention to the fact that we don't have sort of limitations on access to components yet, but the prices are increasing due to data centers and GPUs and what have you, of course. We're not a huge volume buyer, it has not a big, big effect, but some, of course, but we try to mitigate through other means.

We're not sort of suffering like maybe the automotive industry and maybe the telecom industry in the way that they are doing yet, at least.

Thank you. May I have one follow-up, and that would be if I missed something you talked about advance payments for the Poland contract, and have you been more vocal on which portions will come and when and how much or anything like that or?

We're not sort of specifically talking about the percentage of the contract or anything like that, but it's a good advance payment and a payment schedule that supports our quick ramp-up of shipyard capacity and all that, we're not going to act like a bank related to that contract. That much I can say.

Mm.

That's really good. Thank you so much, and have a great summer and good luck in Q3.

Thanks so

much, Daniel. Operator, do we have a next question?

Thanks very much for taking my question. It's Ian Douglas-Pennant at UBS.

The first is on the Naval write-down. Could you give some kind of indication on the size of the write-down that you took and what exactly was written down?

Is it capitalized R&D or inventory or how should we think about that? Thank you.

The second, on Surveillance, you mentioned that mix effect was a supporter of the margin expansion there. I wonder if you can help us size the relative drivers of margin expansion, really what I'm trying to get at is, yeah, how important is the underlying efforts that you're making to improve margins there?

Thirdly, can you give us just a reminder on where you are in terms of production capacity in Dynamics, the plans to expand those, and a kind of timing of when the new capacity comes on? Thank you so much.

On the Naval side, obviously, that was a pre-start to actually concepting and making sure that we can manage the time schedule, as you've heard a lot about the selection was about the schedule. We were confident in managing the schedule for delivery, but that sort of led to that we did have to do a pre-start on the project, and it was roughly 200 million that we took on Naval side.

It's as easy as that. There are other good things happening, mitigating things going forward, I'm not worried about that.

That was, of course, a bit of a disappointment. The underlying margin on...

Surveillance.

Surveillance.

The mix of the... Oh, well,

I think Surveillance, as you're alluding to, the underlying margin on Surveillance is a combination of the big platforms and also, of course, the scale of delivering sensor capability. I wouldn't say that margin should be good all in all in combination because I won't go so far to say that, no, the margin on the big platforms like GlobalEye would be sort of limited.

On the contrary, really good margins. Of course, on the product side, if we really get to delivering 300 radars a year, you will get the huge scale effect.

When that demand continues, that would add a little bit more margin to it than the GlobalEye, but Surveillance should be sort of showing numbers that we are looking at right now and also going forward. That's what I can say on that.

Mm.

The third question was a little bit about in Dynamics, where are we in terms of the ramp... Aha.

...are we? No, no, of course.

No, I think we have now a completely automated weapons factory, the weapon itself, sort of the tube, if I would call it that, up and running in Linköping. We're automating the ammunition manufacturing in Karlskoga that starts coming into play as well.

We have put in robotics in the existing line, but we're doing a parallel investment to do it full automatic, if I put it that way. We will inaugurate the manufacturing facility in Grayling, Michigan, in October timeframe, and early next year, we will do the same in India for that manufacturing facility also.

A number of capacity increases are happening as we speak, and more and more every quarter comes into play. It's really going really well, I must say.

Mm.

Excellent. Let's take a question from the web interface in between, and it's around the capacity as well for GlobalEye.

Now when you have started to get so many contracts, how do you view the capacity? What are we ramping up to, and how do you see that?

It comes from Och-Ziff, Rory Smith.

If you have asked me one or two quarters ago, I would have probably said that we need to ramp up to four a year. Now I think we have to actually take it a bit further, to six per year.

All the things we're doing right now in terms of increasing our capacity in Linköping to do the conversion of a business jet to a missionized GlobalEye is going really well. We will also create a hub in Canada since we are selected in Canada, and maybe at another location in Europe going forward to support sort of the NATO and the Canada thing, but there's maybe also more in pipeline.

I would rather say that we go from two a year now and should aim for six a year in the 2030 timeframe.

Good. Another question over the web interface.

When you're starting to get more international orders now for the larger platforms and you are, to say, adding more orders and you're ramping up the delivery, are those international orders typically coming with a high margin or how should we view that?

Depends on the country and the contract, I would say. Of course, we always strive to have good margins in our contracts and that goes for every contract.

We have a few legacy contracts that are not sort of fantastic because of events that happened over time and also maybe how we contracted them legacy-wise, but we're doing a lot better when it comes to each and every contract, I would say, now, which also adds, of course, to our development when it comes to profitability and our ability to invest in R&D.

Maybe one can add just to that as well. Also some of the international contracts come with an open book contract policy, which is normally a bit lower margin.

It's,

as you say, it's a mix, and depending on which kind of contract.

If you are sort of selected as a supplier for a certain capability in a country, that's a framework contract that has an open book, as Anna is saying, and then, of course, that puts a bit more pressure when it's not in competition anymore. It's a complete open book.

The mix between those contracts and also how many we win in competition will also sort of create sort of the margin development. Mm.

Good. Okay.

Please, operator, do we have any other questions on the telephone conference?

Thank you. I have a question on the guidance, mid-term targets.

This quarter, you grew 30% organically, and the order intake reached 68 billion, and you also got several new orders after quarter-end, but you left the medium-term sales guidance unchanged. I'm just wondering if this is a reflection of execution capacity or delivery timing or just conservatism?

I would say that you're right. We have delivered 26%-plus organically during the first half year this year also, we're moving in the right direction.

There are still six quarters to go in our '23 to '27 timeframe guidance period. We've said six quarters is a lot of deliveries and things that must happen and really get sort of in place.

I still stick with my comments that, yes, we're on the right track, and we will come back sort of towards the year-end on how we will look at the future guidance thing. I don't want to jump into new guidance sort of discussion now.

I think it's fair to sort of give it another two quarters before we look upon where we're going. Of course, it's going to be continuous growth.

We're confident in the guidance we have today, but that's where we are.

Fair enough. When it comes to bottlenecks and potential bottlenecks, this quarter doesn't suggest any issues, but if you look across Saab today, what is the single biggest sort of bottleneck to grow even faster: production facilities, skilled engineers, suppliers, customer acceptance, or something else?

We put a lot of effort in increasing our own capacity, spending 10 billion a year on it roughly. That is important, but that is not enough.

We have to work with our supply chain to make sure that that becomes more resilient. It's everything from putting a little bit more in stock like titanium and aluminum alloys and special steel and some components, and also looking at maybe trying to certify an alternative supplier, of course, to have redundancy, but also to in-source a few things to do it ourselves.

All of these things are in play, and that's sort of the bottleneck, to manage your supply chain, I would say. This is something we have to continue to work with.

It will be a never-ending story, I think, but that's where I see we put most efforts today. We've been doing these things really well, but we have to continue being on our toes working that.

If I need to point at a bottleneck, it's probably more in the supply chain than anywhere else. Not in the recruitment.

We are attracting lots of skillful people, fantastic employees, on a rate of 3,000 a year net up roughly. That's not a limitation really, but rather the bottlenecks is connected to supply chain.

Okay. Just another thing regarding capacity and the new large orders, can you say something about how you plan to deliver the big Polish contract if that means higher investments that we should maybe built into our expectations or something else, how that product is expected to develop and start?

Of course, it will take some sort of investments and industrial collaboration setups and investing a few things in the shipyard in Poland, which we will build up. We have covered that in our contracts, it's not sort of a thing that we put beside of the contracts, no.

It's not sort of a thing like that. I'm confident that we, by the contracts we have on the Naval side now, can cover that sort of investments we need to do.

Mm.

Good. Thank you very much.

Operator, do we have another question over the telephone conference?

Perfect. Thank you for taking my question.

Just a follow-up on the GlobalEye. You touched upon the six aircraft a year.

Firstly, what kind of investment do you think you need to reach that number? Secondly, we know the France order and we expect NATO and Canada, of course, but if you see beyond that, what's the reasonable, sort of order from a normal-sized country?

How many orders, what countries are you expecting orders from if having a production capacity at six planes a year?

I think it's hard to sort of break this down into really specific things, but our assessment of the potential pipeline, including NATO and Canada, of course, and a couple of others that we have in the pipeline, is substantial. If we want to keep our lead times and the deliveries needed in the 2030 timeframe and onwards, I think we need to be somewhere between four and six.

I should rather sort of build for six because it's not that sort of complicated if you need to adjust it a bit downwards. It's not huge investments in terms of infrastructure that we're talking about, honestly.

It can be done, but also in partnership with a couple of countries, we can build that capacity. Of course, you can calculate that the business case is substantial on the GlobalEye, and we want to capture that market.

I won't go into saying specific numbers on it, but I'm confident that we can now go a bit further than the four per year that we talked about earlier.

Good.

Okay. Perfect.

That's very helpful. Just a short question, more technical one.

Corporate costs very low here in the quarter as well as in Q1. Should we expect corporate costs to be structurally lower, or can you comment anything about that?

Do you want me to take that? No, but I think what you can say as a guidance, you can look at the corporate costs to be in line with how we reported them last year.

It was a little bit lower this quarter, again impacted by both more profitable business in the Scale business and also lower cost for our incentive programs, share matching plans.

Okay. Thank you.

Thank you very much. I think we have a final question here on the web interface, and it's related to that you have made a number of investments in AI companies, Helsing and some other stakes that you have.

What are you getting in return for this, and how do you view them long term?

It's not sort of an equity investment in itself. That is not the important part, to say.

To have a share like 5% or 10% in an AI company is maybe sort of not what we're looking at. It's not a financial investment, but, of course, that can be good as well, but it's more connected to a partnership with the company.

It creates a shortcut of skillful people that can add both AI stacks to our platforms and applications in a speedier way than if we build them ourselves. That's the key really, to get sort of shortcut into something where they already built something that fits really well with our command and control systems or with our AI agents that we need to use in our platforms.

That's sort of reason. There are sort of a number of them that's really good in Europe today.

Good. Thank you.

Operator, do we have any final questions on the telephone conference?

Hi, this is Henric at ABG. Just a quick question on Dynamics from me.

Q2 was a pretty strong quarter for sales there. I was just wondering if you could give us any detail on the phasing of deliveries in Dynamics this year.

You previously sometimes commented if it's been a bit higher or lower in a specific quarter.

Again, I think you have to look upon Dynamics as not on a specific quarter because deliveries are related to, of course, deliveries. Then you recognize revenue when you actually deliver, and that's a bit batch-like happening now and then.

Of course, they have many deliveries to do, they have a huge backlog. The demand in the market is still extensive, so that's also different in different quarters.

They are definitely moving in the right direction, and margins are really good, almost still 20%, which is higher than the mid double-digit margins that I've talked about, but they're doing really well right now. It fluctuates a bit between quarters, but there's nothing sort of new in the trend that we can see or want to highlight related to Dynamics.

I'm really confident with that business area, and that's where we have lots of capacity investments coming more and more into play as well, which adds to the capability of deliveries.

I guess that's sort of what I'm getting at. Would you say that the Q2 figure was maybe a bit stronger because of some certain deliveries, or is more a result of capacity coming online that you see this strong Q2 figure?

If you look at orders, even though if you look at the half year, it's 5 billion less than sort of the comparable half year last year, that doesn't worry me at all because I know the pipeline and sort of timing on contracting. They're doing well.

They can continue in this direction, of course they can. Exactly I don't want to detail exactly when each and every deliveries are.

I wouldn't look at a quarter as especially fantastic when it comes to sort of the growth either. They have a lot in the backlog, 80 billion-plus, there are lots of deliveries, they should do numbers like this.

The only thing maybe to add on that is normal for Q3, we have

the

vacancy period, and that goes for everyone, but with delivery projects as we have in Dynamics, they are often impacted by the vacancy period,

but... That could happen in Q3,

but then

in Q3 I will say this is like a Q3, and then there are normally a Q4 that is extremely good for Dynamics, as you know. That's how it varies between the quarters.

I look more on a yearly, more long-term basis.

Good.

A quick... Very good.

Thank you.

A quick one here from the web. You talked a lot about GlobalEye and the ramp-up there.

Where are we in terms of Gripen, and how do you see that, also with new contracts coming in here?

Also ramping up. We're saying we are aiming for somewhere between 25 and 30 aircraft a year, and that's sort of doubling almost the capacity of where we are right now.

We're moving quickly in that direction, confident with investments we're doing to manage that. That's also important, absolutely.

Excellent. Operator, I think we have time for a final question from the telephone conference.

Do you have a final one from there?

Thank you, operator, for squeezing me in. I would like to know a little bit more about the unmanned airborne early warning system that you tried out with General Atomics in the quarter.

What can you tell us about potential market launches or when this could hit the market? Thanks.

Now

we were test flying it as we speak, but we are pushing hard to get it into the market, of course, and it is for sale already, so that's obviously the case. Then it's a complementary capability to a GlobalEye capability, I would say, it's not exactly the same, but it's a great surveillance capability.

We're getting there quickly. Then, of course, it's if you look upon it from a buyer's perspective, MQ-9B is quite attractive in the marketplace, and then to have different capabilities integrated to it is, of course, something we will benefit from having our sort of airborne early warning pods to attach to it.

I look forward to see that coming into the market. It's not really really really there yet.

We are still working test flights, but we are sort of prepared to start talking contracts with people.

Excellent.

Would it be fair to say [chuckles] Okay, I will yield back.

I think from that, we will end the Q&A session and also the presentation for today. We thank everyone for listening in and joining, and please reach out to the Investor Relations team if you have any other follow-ups or any other comments on the report.

Thank you very much.

Thank you. Thank you.