English version of Bent’s speech from the info meeting.

Slide 2:
Welcome, everyone. It’s great to see you.

Here is today’s agenda.

We’ll begin with the annual cycle for our 2026 info meetings, move on to leadership and site updates, and then cover two topics related to communication within DNA & Culture.

After that, we’ll take a sales & market status across the business areas, and finish with project economics, quality, and time registration.
Going forward, the info meetings will follow fixed topic frames. This creates recognisability and strengthens our quarter-to-quarter follow-up.

Slide 3:
This slide shows how we are planning the info meetings in 2026.
In December, I’ll visit all sites physically, just as I did this year.

In Q1, Q2 and Q3, one site kicks off each quarter’s info-meeting round. I’ll attend that meeting in person, it will be recorded, and the recording will be shared with the other sites.

The remaining sites will then hold their own local info meeting, where the Head of Site facilitates and shows the recording.

We rotate which site starts the info-meeting round, so it won’t be the same cities every time. The setup will vary from year to year.
In February, we begin the info-meeting round in Kalundborg. Among other things, we’ll be presenting our strategy plan there.

Slide 4:
Now we move into the topic frame Leadership and Structure.

Before we look at updates from each site, I want to take a moment to outline how we will organise and lead our sites going forward.

Slide 5:
Each site will, to a large extent, operate as a self-contained business unit with its own budget and local drive.

We are doing this for two reasons:

First, it brings more control and decision-making power back to the local level.

Second, it gives more responsibility and empowerment to the Head of Site and the local functions.

Sites differ — in customers, tasks and opportunities — and therefore they need the freedom to adapt to their own reality.

This is not just about day-to-day operations. It is also about giving each site a ticket to the future, so they can seize local opportunities, for instance within sales.

A site should be viewed as a smaller company within the company. That means we need broader competencies and a wider field of view locally.

There is no room for narrow silos or extremely specialised roles — when you are fewer people, everyone needs to pitch in and be flexible when required.

We need to move away from silo thinking and towards a mindset where flexibility and decisiveness are core competencies.

At the same time, we must of course be aligned where it makes sense for Beritech as a whole — for example in quality, safety and finance.

And all sites will continue to be supported by our Shared Services, ensuring shared direction and shared standards.

The Head of Site holds overall responsibility for operations, sales, safety, quality and local wellbeing — and this is the leadership you report to in your daily work.

Some of you also have a functional reference across sites. The functional lead is your compass for methods and best practice — but performance and prioritisation sit primarily at the local level.

Slide 6:
Kalundborg is transitioning into the new structure with its own organisation and budget.

Anita is Head of Site for both Kalundborg and Randers and splits her time between the two locations.

The focus in Kalundborg is to build a local organisation that can support operations, projects and the 2026 budget. This includes establishing a permanent team of service technicians for local tasks.

Work is also underway to increase sales capacity so we gain access to more Novo buildings and secure more tasks that match our strengths.

The workshop at Østre Havnevej is being redesigned to better support smaller adjustments on ongoing tasks.

We are still working on securing a new location in Kalundborg to address our space constraints, but due to the uncertainty at Novo, we are waiting a bit before moving forward.

Slide 7:
Our headquarters in Nørresundby has several good initiatives underway.

We are establishing a new showroom and test area for Seafood Processing in the hall closest to Kystvejen by the gate. A place where we can run tests, produce marketing materials for our machines, and invite customers inside. It is expected to be ready for use in February.

At the same time, the brush room and glass-reading booth will also be completed around February.

To make the best possible use of the production halls, we are installing a 500 m² tent facing the motorway in week 51. It will be used for additional storage to free up space inside.

The new acid-treatment cabin is now running at full capacity. It is an approx. DKK 8 million investment that is now fully implemented.

In short, there is strong momentum in Nørresundby when it comes to facility and infrastructure improvements.

This also includes things like bicycle shelters and smoking areas — and the important work to strengthen waste sorting. Everyone must contribute to ensure we comply with legislation, ethics and customer expectations.

The new road from Kystvejen up to the administration building is also ready for use. We are working on new pylons to mark the entrance, more lighting and road markings. But already now, everyone with business at the main building must enter through Gate 32, so the outdoor area between our halls is relieved of traffic.

Slide 8:
Hillerød will — like the other sites — operate as an independent unit with its own budget, while being part of Beritech Group and supported by Shared Services.

From January, Nordic Engineering will be part of the Hillerød site. The move from Roskilde to Hillerød is planned for 2 January, which is an important step in unifying the unit and strengthening the local organisation.

Until we have a new Head of Site in place for Hillerød, Jens — who has been leading Nordic Engineering — will act as site lead. Once the new role is filled, Jens will shift his full focus to sales.

Construction of the new 1,000 m³ service hall in Hillerød — shown in the image on this slide — is progressing according to plan.

The foundation and roof have been installed. This gives us better facilities and more capacity for service in Hillerød moving forward. When the hall is completed, Jonas Jellesen and his team will move from Krakasvej to Gefionsvej, bringing the entire Hillerød site together.

Nordic Engineering will have an updated logo that aligns with the Beritech Group style. The roll-out begins in December, so you’ll start seeing it leading up to year-end.

The logo clearly signals that Nordic Engineering is an integrated part of Beritech Group.

And a brief update following what I mentioned at the last info meeting:
We are still working on another acquisition in Zealand.

Progress is slow due to some legal matters, so we expect to finalise the deal in a few months. We will share an update as soon as we can say something more concrete.

Slide 9:
Randers — like the other sites — is adjusting its organisation so it can better support both daily operations and the 2026 budget.

As mentioned previously, everyone needs to show strong initiative and engagement — both in individual tasks and across teams — to ensure we stand strong in the new structure.

The warehouse in Randers has moved to a new location on Kertemindevej 42, right next to the production facility.

Setup and fit-out are well underway, and the move will provide better and more efficient logistics close to production.

Slide 10:
The decision to sell part of the machine fleet in Manufacturing was announced a few weeks ago. I want to briefly elaborate on the update from Aalborg, which covers Svendborgvej and Fåborgvej.

We have decided that Beritech Manufacturing will sell part of its machine fleet — including plate lasers, tube lasers, deburring machines and a couple of press brakes.

This is strictly a sale of machines — no customers or customer agreements are included.

The transfer will take place on 31 December 2025, and the machines will be taken over by KM Vandskæring, located right next to us in Nørresundby. The new hall on Kystvejen — currently under renovation and originally intended for Beritech — will as part of the agreement now transfer to KM Vandskæring.

The background is strategic focus. This allows us to invest in and prioritise the activities where we see the strongest future potential.

Therefore, Manufacturing will be narrowed so that Beritech Manufacturing going forward will focus solely on CNC services — machining, turning and milling. CNC activities will remain at Fåborgvej.

We will keep a couple of press brakes and relocate them to Kystvejen in Nørresundby, so we can still cover part of our internal demand within Beritech Group.

I also want to say this openly:
I am sorry for the impact this has had on you at Svendborgvej. Although the vast majority of colleagues there have been reassigned, I know decisions like this leave a mark.

When we make a decision of this nature, we do it on behalf of Beritech Group as a whole — not based on individual parts, locations or people. But that doesn’t change the fact that it affects you locally, and I have great respect for that.

You have worked hard to make the cutting operation function, and I am genuinely grateful for that effort and dedication.

Slide 11:
With those words, we move on to the DNA & Culture topic frame, which this time focuses on internal communication.

Slide 12:
One of the things that characterises Beritech is that we communicate in an informal, open and personal way. We are close to one another, and we should keep it that way.

But we have also become a larger organisation with more sites and more collaboration interfaces.

And that means it is more important than ever that we share a common way of communicating across the company — so we avoid noise, misunderstandings and local “own-ways.”

Our communication guidelines for internal communication are now available on BeriNet.

They are not designed to make communication rigid or bureaucratic — quite the opposite. They are designed to support our culture and make everyday work easier.

On BeriNet, you will find:

• our three principles: clarity, respect and collaboration
• the SMART checklist for meaningful and action-oriented communication
• guidelines for email culture, case numbers and response times
• and a simple overview of when to use email, Teams, meetings, phone and BeriNet

I encourage you to read through the guidelines and use them actively in your daily work.

And remember, you are always welcome to share input on how we can improve our guidelines.

Slide 13:
This slide also belongs under DNA & Culture, and it is important.

I said it last time, and I’ll say it again:
Make sure you talk with each other — not about each other.

What I see right now is that when we come under pressure — typically from a customer or a deadline — we sometimes turn against each other instead of pulling together.

We point fingers too quickly, we don’t give each other constructive feedback properly, and we don’t stand strongly enough together as one team when things get tough.

That is not Beritech DNA.

Our DNA is unity.

We must be able to speak directly with each other, give constructive criticism — and receive it.
And when mistakes happen, we solve them together.

We do not point at each other in front of leaders, colleagues or customers.

It creates noise and weakens us in customer collaboration, because we no longer appear as one united team.

So here is the clear expectation:
Conflicts and disagreements must be addressed and resolved within the team.

Go to each other. Go to your manager. Solve it where it belongs.

And I want to say this openly:
My time is becoming limited. I wish I could step into every challenge — but I can’t.
You have to solve more things within your teams.

I know you can.
And it is both healthier for collaboration and necessary for us to keep pace as an organisation.

In short:
When pressure increases, we need to stand closer — not further apart.

Slide 14:
Now we’ve reached our fixed topic frame for sales and market updates.

Slide 15:
What you see on this slide is not an organisational chart. It is a way of understanding how we will work with budgets and capacity going forward.

Every unit needs to be “filled up” correctly.

That’s why an important process is underway where we distribute budgets across sites, business units and sales units — all the way down to individual salespeople. This creates better balance between sales and execution.

The key point here is that sales under each Business Unit is divided into four Sales Units: Project, Engineering, After Sales and Components.

This means we don’t only think in terms of “full projects.” If we can’t sell a full project to a customer, we might still sell the engineering service, the service task or components. That is still important business — and it keeps our units filled

In that context, it is worth mentioning that from February we have hired a person who will work specifically with our entire After Sales and service market across the areas.

This is an area that will become very important for us going forward — both for earnings and for long-term customer relationships.

And one last important point: everyone is a salesperson.

The fitter, the project manager, the service technicians — everyone who has customer contact and relationships can help generate sales. Time and again, we have seen that our sales often come from far more places than just the formal sales organisation.
So use your relationships, stay curious, and speak up when you see an opportunity.

Slide 16:
Going forward, we will talk about a set of fixed key figures that cover both sales and planning.
In the following slides, we will be looking ahead and comparing pipeline, order backlog and budget across our business areas.

On this slide, you see:

Pipeline — everything we are working on in sales: quotations and projects that have not yet been confirmed. It shows what is potentially on its way in.
Order intake — the orders we have actually received and confirmed in the period. This is our real sales result.
Order backlog — the orders we have already won but have not yet delivered or invoiced. This is important for planning, because it tells us how much work lies ahead.

The purpose of these shared concepts is to create a common language, so that sales, production, planning and service can all see where we stand — and where we are heading.

The figures you will see on the next slides are not ones I will go through in detail. And you should also be aware that they are not all fully up to date, because we are in the middle of a process of adjusting budgets, pipelines and order backlogs to the new way of working with the numbers.

Instead, I will give you the overall picture:
2026 will not be a spectacular year — but I expect it to be a good year. Better than 2025.

We have streamlined the organisation so we are better able to withstand the geopolitical uncertainty we are facing right now.
We have not fully reached the finish line on all process optimisations yet — I will come back to that later — but overall I take a positive view of our numbers.

And an important point is that we are now really feeling the strength of having several business legs to stand on. That makes us more robust as an organisation.

Slide 17:
Now we will go through the business areas one by one.
We start with Pharma, where on the opportunity side we are actively working to expand the business into new segments such as the Armed Forces, data centres and laboratories.

We see growing demand there for advanced process and utility solutions that fit very well with our competencies.
The sales effort in Pharma has also been strengthened with two new salespeople.

We have seen good activity in the market and created new relationships and concrete opportunities.

On the challenge side, we are still experiencing uncertainty at Novo Nordisk due to internal restructurings, different focus and new rules of the game.

At the same time, we are seeing an important change in the market:

Time pressure is no longer the primary competitive parameter in Pharma.

Instead, customers are placing more weight on quality, compliance, resource strength and documented experience.

This is an area where we are strong — but it also demands that we continue to deliver consistently and document our work correctly.

Novo today is a very different company than it used to be. We will continue to sell to Novo, but at the same time our strategy is to broaden out and sell more to others — including new business areas.

Slide 18:
At Nordic Engineering, we see a clear opportunity in the market: customers increasingly want suppliers who can deliver the entire project as one integrated solution.
That fits very well with how Beritech Group is set up.

We have also run a targeted campaign to increase activity with customer visits and presentations of Beritech Group in Denmark, Sweden and Norway. This has generated many leads and meetings.

Nordic Engineering is also experiencing the uncertainty at Novo Nordisk — and how price and resource capacity have become far more decisive parameters in supplier selection.

Slide 19:
Next, we move on to Dairy.

If we start with the opportunities, we have a strong pipeline, and we expect orders of more than DKK 25 million in Q1 2026.
This is partly because both Thise and Arla are expected to release funds for new projects in January.

We have healthy earnings and are winning more larger rebuilding and fixed-price projects, which we will almost exclusively take on as fixed-price work.

In addition, we are working on a project of more than DKK 100 million with an expected order in the first half of 2026 — this is not included in the pipeline you see here. That project could be a game changer and could also generate work for sites other than Nørresundby.

We have gained a new customer and partner in Norway for tanks, where we have already sold two powder silos, and a project in southern Germany with eight silo tanks for a new customer.

On the challenge side, the key point is that Arla needs to release investment funds for 2026, and that the merger with DMK must be approved in Q1.

Word is that DMK’s plants are worn down, and that a large share of Arla’s investments could be directed towards Germany in the coming years.

This means we need to be ahead of the curve, find the right contacts and build relationships early, so that we also secure a share of the projects that may be coming at DMK’s many factories.

Slide 20:
Next, we move on to the Food area, which covers our lifts, the BeriTray tray dispenser and Other Products.

We will have a new salesperson starting on 1 January 2026, which means we will have full focus on driving BeriTray sales.

The market for standalone lifts is declining for us. But in return, we see major opportunities and growing demand for BeriTray. And when we sell BeriTray, service and After Sales tasks typically follow — which further strengthens the business.

Under Food we also have “Other Products”, where we are currently working on a larger freezing project and other tasks. The budget is not very high here yet, so it can quickly become a game changer if we win those orders — and again it shows the strength of having several legs to stand on.

Slide 21:
There are good opportunities for us in the Seafood Onboard market right now.

The decline in prawn quotas means more shipping companies will convert trawlers to cod lines, and Beritech is being brought into more of these projects.

We are also seeing movement in the market because there is turbulence at one of our main competitors. This leads to customers switching in our direction and gives us extra momentum.

The challenge is that we are still a relatively new name in the industry. So we need to keep building relationships and documenting quality so that we win more of these projects.

Slide 22:
Looking at Seafood Processing — salmon processing — this is an area where we see very significant opportunities.

The market is generally growing, and we are getting very positive feedback on our machines.
We have added a new salesperson to the team whom many customers already know from the industry.

We have also secured the distribution rights to a new product that fits very well into our range and can help open even more doors.

In addition, we have a large pipeline, so there is a lot to build on.

And this is also an area with strong After Sales and service potential. Once we have machines running at customer sites, it generates ongoing service tasks and relationships for many years to come.

The challenge remains that competition is tough, and we are still the new player in several places. But with the market potential we are seeing right now, the task is to keep up the pressure, deliver consistently high quality and continue building our name.

Slide 23:
We now move on to the last fixed topic frame, namely how we strengthen our ability to execute and generate profit on projects.

Slide 24:
I will start with a brief explanation of what contribution margin means in a project-based company like ours.

As you can see on the slide with the stack of money, revenue is the total amount paid by the customer.

The red money at the bottom are our direct costs — hours, materials and any subcontractors.
When those are deducted, the green money on top is what we call the contribution margin.

The contribution margin is what remains to pay salaries, running costs and investments — and in the end to create profit on the project.

In Beritech, we set a target for each Business Unit in the budget.

A typical benchmark is around a 22% contribution margin at the level where we manage sales.

But it is important to understand that this is not the same as what we actually end up earning.

Once the Business Unit has delivered the contribution margin, common costs for operations, Shared Services, interest and depreciatiation also need to be covered. That is about 15 percent.

So if we sell below the budget target or if we lower the contribution margin on a project, too little is left — and then we risk a loss in that Business Unit, unless it is offset by the Business Unit selling above budget or achieving a better contribution margin on other projects.

So in addition to the sales organisation managing by contribution margin, there is also an important point around our costs:

The lower the direct costs, the higher the contribution margin — and the better the project economics.

That is why we are so focused on both expenses and time registration.

They directly help protect the contribution margin on projects and ensure that overall we land where we have budgeted.

Slide 25:
We have now talked about contribution margin, and that leads us directly to this slide.

Because even if revenue increases — even if we are pouring more water into the bucket — the contribution margin can still fall if costs run away from us.

Things can go wrong even when revenue looks high.

The image with the bucket makes it very concrete:
We pour water into the bucket — that is our revenue.
But if the bucket has holes, the water runs straight out again.
That is our contribution margin disappearing.

The holes are things like:

• errors
• missing change orders
• waiting time
• poor planning
• incorrect time registration on projects

So we must not only focus on pouring more water into the bucket.

We also need to focus on closing the holes.

That is a big part of what we are working on right now, because this is where we can lift earnings without simply running faster.
And all of us have a responsibility to contribute where we can.

Small things individually — but together exactly what causes the contribution margin to fall, even when revenue looks good.

Slide 26:
We are very focused on optimising time registration. And that focus will continue in 2026.

When we talk about time registration, it is not about control.

It is about documentation and control — and about making sure we earn money on projects and improve our ways of working.

When hours are registered correctly:

• they land on the right projects
• we can invoice what we are supposed to
• we can document to the customer
• and we can manage capacity and productivity

This is absolutely crucial for our contribution margin.

Let’s try to make the rule very simple — even though I know there are grey areas as well.

Is the activity project-related?

Yes → stamp it on the project.
No → register it as internal time.

Everything that supports the specific project belongs on the project: meetings, coordination, preparation, corrections, etc.

Hours must be registered every time — and then we will later assess whether those hours can be invoiced.

Each department has been given an expected level for how large a share of working time should be stamped on projects — a utilisation percentage.

For some departments, such as Finance, it is naturally low.

For others, the expectation is close to or all the way up at 100%.

Slide 27:
Let me make this very concrete with a quick example of how much missing time registration matters.

We have a fixed-price project of DKK 500,000.
Materials cost DKK 200,000, and we expect 400 hours at DKK 500 = DKK 200,000.

So only a small contribution margin remains — around DKK 10,000.

If one employee forgets to register 8 hours, that is DKK 4,000.

On a fixed-price project, that amount comes directly out of the contribution margin — here it corresponds to almost half of it.

On Time & Materials, the effect is the same: hours that are not registered cannot be invoiced.

And when this happens in many places, it quickly becomes a lot of money.

Small hours = big consequences.

Slide 28:
But there is also a problem in the opposite direction:

In some places, we can see that too many or the wrong hours are being stamped on projects — or at least that is what the data suggests.

Here you see a concrete example of our time data not being sharp enough yet.

The table shows how many unique people have registered time on a single project — broken down by main groups.

In several groups, the number is simply too high to make sense.

This creates two main problems:
For the customer, it looks illogical on Time & Materials projects, and that makes it harder to get the hours accepted.

And internally, it can be a sign that we have too many people involved in the same task, which hurts efficiency and blurs accountability.

The point here is not to point fingers — but to show that this data picture is not good enough, and that we need to get it under control.

That is why it is a focus area in 2026: tighter control of budgeted hours, fewer hands on each task, higher utilisation — and most importantly: hours on the right projects.

Slide 29:
Before we move on, I want to stress one thing:

We have now talked a lot about time utilisation and focusing on costs and hours.

But when we talk about profit and quality, it is not either–or.

It is both–and.

We cannot earn money on our projects unless we also deliver the level of product and service quality we are known for.

Conversely, without profit we have no business.

If we do not earn enough to cover salaries, operations and investments, we cannot develop — and in the long term we cannot survive.

So the two things are inseparable.

And as we have just seen with the bucket, the task now is to close the holes:

fewer errors, fewer unnecessary costs, better processes and better planning.

When we get that right, we strengthen both our profit and our quality.

And that is a business necessity if we want to remain a strong player in our industry.

Slide 30:
When we talk about quality and certifications, we cannot ignore IPW.

IPW is the shared foundation that governs our procedures and ensures that we work in a consistent way across Beritech.

In IPW you will find, among other things:

• procedures
• non-conformities and complaints
• equipment lists and maintenance
• competence overviews and training

So IPW is both where we find things and where we ensure that we work in the right way.
At the same time, IPW documents our work and helps ensure that we can maintain our certifications.

We are currently in the middle of relaunching IPW. In practice, this means that the QA team is back out training via the managers.
We are also redesigning the front page and structure of IPW so that it becomes more intuitive and user-friendly — because IPW only works if it is easy to use.

The key message here is:
We need to get better at working together through IPW. Not finding our own ways or creating small local solutions on the side. When we do that, we lose shared standards and lose learning across the organisation.

So if you experience something in IPW that does not work well — or if you have ideas for improvements — pass it on to the people working with IPW.
Tell them what it would take for it to become a truly shared tool in daily work.

All departments share responsibility for IPW, and it requires active ownership from every part of the organisation if it is to work.

Slide 31:
We have now reached the final topic — and perhaps also the most important one 😉

I want to round off with a few points that some of you have already heard in my Christmas message, and that others may not have heard yet.
In any case, they are worth repeating.

2025 has been a year of challenges on many fronts.

We have faced customers and competitors who have played the game much harder than I have previously experienced.

At the same time, we have grown quickly — faster than our DNA and culture have fully been able to keep up with — and that means there has at times been noise, unrest and uncertainty in the market that we need to take seriously and deal with properly.

We have had to make organisational changes to adapt to a new reality.
The world around us, not least the geopolitical situation, demands that we remain adaptable and stand strong together.

And the most important element in that is you.

We have the best people in the industry. That is not something I say out of politeness — it is a real strength in our daily work and in our deliveries.

And we see that from the outside as well:
This year, Beritech Group is ranked number 561 out of more than 400,000 companies in Denmark measured by revenue.

Those are impressive numbers and strong proof of what we can do when we pull together.

We have won awards this year, we have been named a Gazelle company, and we have come through a tough year together.

That says something about how robust we are — and how much we can achieve when we deliver at our best.

I am completely convinced that next year will be better. And I am equally convinced that we are far superior to our competitors when we do things the right way.

So thank you for your efforts this year.
Thank you for the collaboration.

And Merry Christmas to all of you!