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

Slide 1
Welcome to the Q1 Information Meeting 2026

Slide 2
Welcome everyone.
And welcome as well to those of you joining us remotely from our other locations.
Here is the agenda for today:
- First, we will get a quick status update from our different locations.
- Next, we will look at career paths at Beritech as preparation for your upcoming development dialogues.
- After that, I will provide a status update on our sales segments. Unfortunately, this is not the situation we had hoped for, which is why we will also talk about the adjustment process we are currently going through in our organization.
- Finally, we will look at our strategy and some of the initiatives we have in place to optimize our processes and our sales.

• I am glad that many of you submitted questions. The program today has been structured around them. I will also answer several of your questions at the end of today’s meeting.

Slide 3
Let’s begin with an update from our different locations and sites.

Slide 4
As I mentioned at the last information meeting, each location now operates with its own budget and its own decision-making authority.

We implemented this for two reasons:

• Why have I returned responsibility to the locations?

First, it provides flexibility and enables decisions to be made close to operations.

Second, it creates ownership.

There is both freedom and responsibility for your own success

Slide 5
Let’s begin with a status update from Nordic Engineering and our Hillerød location.
Nordic Engineering is now fully established at Gefionsvej.
The new production hall has just been completed, and the merger with the team from Krakasvej in Hillerød is well underway. We have terminated the lease at Krakasvej effective April, meaning that all capabilities and competencies will now be consolidated at Gefionsvej.

Workstations, prefabrication welding stations, a mechanical workshop, and warehouse facilities have been established in the new hall. The plan is also to enable smaller modifications and fabrication of parts for our service tasks on site in Hillerød, as well as conducting FAT at the location.
• What does it mean to have everything gathered in one place now? What are the advantages of the new facility?
However, we are also facing challenges in Nordic Engineering. Sales have slowed down. We have lost a number of orders that we should have won.

We need to be sharper in the market and earlier in the process understand exactly where we stand compared to our competitors.
That being said, the foundation is there. We have a strong pipeline for larger projects, and we have launched a focused sales initiative in Norway, Sweden, and Finland to broaden our base.
Nordic Engineering is also strengthening our technical network. On March 9th, 10th, and 11th we are hosting a ZETA event, one of our key suppliers. In addition, Nordic Engineering will participate in ISPE Copenhagen, where we will share a stand with CANTY, another important partner.
Jonas Jellesen’s team in Hillerød is doing very well with their service setup for Fuji. I will return to that shortly.

Slide 6
Now we turn our attention to Kalundborg.
Here we are scaling the successful experience from Jonas Jellesen’s team in Hillerød. Jonas and his team have proven that the model with dedicated teams and local ownership works in practice. The difference is that in Kalundborg we will connect a strong, cross-functional service organization directly to the setup—an organization I will return to shortly.
We all know the situation at Novo and in the market right now.
It affects us in Kalundborg, and let’s be completely honest: we have learned our lesson.
There should be no doubt that we both want to and must do business with Novo, but it requires a fundamentally different setup.
If we do not manage their projects exactly according to their model, we will simply be overrun. It requires project management at a completely different level. These negotiations are not for amateurs.
Kalundborg should not sell less to Novo—they should sell everything they possibly can. But going forward, service tasks will be the core focus of the Kalundborg department.
To strengthen the department, we are putting the right team in place: Anita will continue as daily manager, and we will connect Hans Henrik and the new service organization closely to the setup.
Kalundborg is located exactly where it is in order to be the preferred partner for service and installation—both for Novo and for the other major industries in the area.
We are introducing a clear division of responsibilities in sales. The budget will be shared between Pharma sales, the new service organization, and the local Construction Managers.
Our Construction Managers will have their own teams and their own sales budgets. They own the customer relationship and the sales process, while our matrix organization provides the necessary support.
The team in Kalundborg was presented with the preliminary plan yesterday. We will comunicate more as soon as the final details are in place.
We must capitalize on the enormous service demand currently in the market—not only at Novo.
Service also gives us stable operations and the close relationships required to win the large projects later on.
• It spreads our risk.
• The goal is that Novo will represent 35–40% of our total business—today it accounts for more than 60%.

Slide 7

Now an update from Aalborg—both Svendborgvej and Fåborgvej.
As you may recall from the last information meeting, we announced that Beritech Manufacturing would sell part of its machinery and that we would close down Svendborgvej.
The machines were taken over by KM Vandskæring as of December 31.
Now we are one step further. Svendborgvej has been closed, and the vast majority of employees have been relocated to Nørresundby.
This has been a difficult process for the people involved. It has also involved significant costs, as the facilities had to be prepared for the next tenant.
Beritech Manufacturing as a name still exists. It continues at Fåborgvej with our CNC department—machining, turning, and milling. That is where our focus will be going forward.
• Thank you to everyone who participated in the shutdown and restructuring. You have done a tremendous job.

Slide 8
Now to Nørresundby – Kystvejen.
As you remember, we mentioned last time that you should start using the new access road to administration in the main building. We can already see that it makes a big difference and reduces congestion between the halls.
The glass blasting cabinet is now starting operations. This is an important milestone for us. It means we can perform acid treatment, brushing, and glass blasting at the location—a complete surface treatment service offering. We can reduce reliance on subcontractors and save logistics costs.

The cutting and bending department now operates under the leadership of Lars Hugger. In that connection, in Hall 10 to the right of cutting and bending, we have created space for trimming operations. Cutting parts—for example for a platform—will now take place in this department instead of being carried out across individual departments.
We have opened our demo center for seafood processing—salmon.
We are currently considering expanding the demo center by using part of Hall 11 for machine assembly, a training room for sales partners, and a meeting room. However, it has not yet been decided exactly how or when.
At the same time—even though these are still early considerations—we are exploring the possibility of a collaboration with Kystvejen Business Park regarding welfare and training facilities.
This would allow us to use the area outside the canteen for other purposes.
As you can hear, there are always ideas and plans underway to make the best possible use of our square meters and facilities.

Slide 9
Now to Randers.
2025 has been a difficult year. We should not hide that.
But we have used the time strategically. We have invested in training activities—both blue-collar and white-collar. We have focused on using the time to optimize processes so we become more competitive.
On the sales side, orders are coming in from both Food and Pharma. Also a number of semi-finished products.

However, competition has clearly intensified, and it requires more from us to win orders.
In Randers this means we must think smarter. We need to eliminate unnecessary waste and increase our execution speed if the numbers are to add up.
We have brought in Peter Just as a salesperson to increase focus on semi-finished products and smaller tanks.
This is an area where we are among the best in the industry, and we must leverage that strength to win orders.

Slide 10
The final stop in our location update is Beritech PharmaPipe.
They are currently fully engaged on the Køge project reviewing isometrics. It is a textbook example of the strength of our group: we promote each other and leverage our shared competencies across the organization.
This is exactly the kind of synergy we need to see much more of.
PharmaPipe is under the same sales pressure as several of our other units.
Dependence on Novo Nordisk has been too high, and we are therefore working intensively to broaden our customer base and reduce our vulnerability.
Although Beritech PharmaPipe still has activity at Novo sites—including in Kalundborg—we are now looking further abroad. Together with Kenneth Poulsen they have put strong focus on the United States.
For example, we participated in the ISPE event in North Carolina to explore how we can expand and gain a foothold in the American market.

PharmaPipe is also visible locally. They will participate at ISPE Copenhagen in April with their own stand and are working actively to become a preferred supplier for several major engineering houses.
Finally, an important milestone: the contract has now been finalized. PharmaPipe is officially part of the Beritech family.

Slide 11
When you hear about updates from our different locations and the projects and solutions we create together, it is the result of many different people with many different competencies.
And that brings me to something that is very important to me: how we work together and career development at Beritech.

Slide 12
At Beritech we have three career tracks: Craftsmanship, Professional, and Leadership.
This is not a hierarchy, but three different ways of creating value. All three tracks and the associated levels must be present at Beritech if we are to create results and value for our customers.
Craftsmanship is those of you who create quality with your hands and practical skills. You are the foundation. Without strong craftsmanship, we have no quality, no deliveries, and no business.
Professional is those of you who carry deep expertise, methodology, and specialized knowledge. The Professional track ensures that we work systematically, scalably, and professionally.
Leadership is those who carry responsibility for people, priorities, and direction. Leadership is not about being the most technically skilled. It is about setting direction, developing people, and ensuring that we succeed together as a team.

A career at Beritech is not about titles or whether you are a manager or not. It is about different types of responsibility, competencies, ambition, and development.
• To me, all roles are equally important. Everyone has a function. We need all of them if we are to succeed. It is not only part of Beritech’s DNA — it is a necessity for our success.
The career tracks are not fixed. You can move between them in both directions. You can move from welder to welding coordinator and further to team leader. You can also go the other way — from leader to specialist. It is about where you create the most value and where you thrive best.
We will soon be having our development dialogues. During those conversations we will talk about your development — not because you have to move somewhere, but because we want to ensure you have the opportunities that suit you. And that Beritech as a whole has the competencies required to create results and value for our customers. Our titles and structure must reflect how we actually work together.
During the development dialogues, you can also discuss education and training activities with your manager.

Slide 13
I have chosen to include this slide again. The message was also part of the last information meeting.
We have just looked at the status from our locations, and in a moment we will review the status from the individual sales segments.
But before we do that, we need to talk about the foundation that ties everything together: Our DNA and our culture.
You see this slide again because this is where we either win or lose in the long run. No matter which location you work at or which segment you work within, this culture must prevail across the entire Beritech Group.

When we look at the upcoming sales numbers, you will see that several segments are under pressure. This is where our culture will be tested. I will not accept that we begin pointing fingers between departments or locations. We go to battle for each other — not against each other.
If there are challenges in collaboration between departments or locations, solve them face-to-face. We do not waste energy creating noise in front of customers or colleagues. Give the necessary criticism directly, accept it, and move forward.
That is the only way we can move fast enough as an organization.
Our DNA is unity.
When we dive into sales numbers and status in a moment, remember that we can only reach our goals if we stand closer together.

Slide 14
Now to the sales updates from the industries we serve.
We are currently attacking the market on several fronts to expand our business. This also means that by the next information meeting we will include even more areas in the briefing.
Our Engineering department is already in the process of selling their specialized services as a standalone product, and our Pharma sales team is actively working to transfer our expertise to other advanced process industries.
This is an important strategic expansion of Beritech. But today we will focus on the status of our current core segments.

Slide 15
We start with Pharma.
It is a very competitive market right now. It can be difficult to maintain margins because we currently have an organization that is not performing well enough in project execution. Therefore, there is strong focus on process optimization — which I will return to shortly.
In Pharma we do not sell a product. We sell a **service**, namely our ability to execute projects. That is what customers are buying. And that is why it impacts margins even more when our project execution is not strong enough.
There are currently not many new-build projects within Pharma on the Danish market.
This is a combination of Novo’s other priorities and a natural slowdown after several explosive years of capacity expansion.
However, we have strong allies in the industry, and sales through our relationships are crucial. We are currently winning various contract tasks — stairs, platforms, installations. For example, we have received a lot of praise for the pipe bridge in Kalundborg.
As I mentioned earlier, we will continue to do business with Novo, but we want to reduce our dependence on them by expanding into other segments and customers.
Even though the situation is challenging, there are still many opportunities within Pharma. The market is large, and our sales department is working extremely hard. We are continuously bringing in new projects and we have a solid pipeline.
In fact, this segment still holds our highest sales budgets.
We are also exploring new business areas — including defense — where we have succeeded in becoming one of four suppliers invited to bid on blacksmithing work during the tender period.
How much business this will generate remains to be seen.
We are also mapping out additional markets that align well with our setup and expertise — for example data centers.

And then there is Saudi Arabia. We have just won a small project there, which could become an entry point to larger projects within protein processing for animal feed. We are considering participating in a trade fair in Saudi Arabia in June to follow up on these opportunities.

Slide 16
Next we move to Dairy.
Here we are meeting our sales budget and we have a good pipeline.
We have gained new customers in Denmark and Norway. For example, four silo tanks for AKD Denmark.
There are also major opportunities ahead in the market. Both Arla Foods and Tine have plans for major investments starting this year and continuing over the next two years.
Because we are well known in this segment, we estimate that we have more than a 40 percent chance of winning several of the large orders planned by Arla and Tine.
For example, we are currently in dialogue with Arla regarding their largest investment to date in Sweden, where we have submitted an offer for tanks worth more than 150 million DKK.
However, there are also challenges. Arla releases investment funding differently than we are used to, and we are under price pressure on smaller tanks because these are produced below our cost price in Eastern Europe.
Overall: we are meeting budget and have a solid pipeline.

Slide 17
Within the Food segment we cover a broad range, including lifts, tray dispensers, and our specialized products.

Today we will focus on the area where we see the greatest growth potential: our tray dispensers under the name BeriTray.
This is a product we expect a lot from.
We are currently investing significant effort in visiting our existing relationships, but we also see the market reaching out to us. There is a noticeable fatigue in the industry toward the large, heavy suppliers, and that creates an opportunity we must seize.
We win orders because we are flexible, transparent, and fast.
We deliver technical solution proposals and customized designs while competitors are still considering their next move.
Our focus is now specifically on segments that do not just purchase a single unit but integrate BeriTray as a standard component in large and complex process lines. That is where the volume lies.
We have full confidence in our product, but success requires that we make our own organization more profitable. We must execute more sharply, and projects must flow faster and more efficiently through the organization.
We must eliminate unnecessary waste in our processes.
The sales strategy works. Competitors have begun chasing us because they can see the enormous potential we hold. Now it is about maintaining momentum and proving that we are the leading partner in this field.

Slide 18
Next we move to Seafood Onboard.
Right now the market operates at extremely high speed. We handle a large number of small quotations with very short delivery deadlines. It requires strict discipline and strong processes to make it work, but we prove every day that we have the flexibility required.

The status is that we are meeting our budget, and our clear assessment is that we will end the year above budget.
That is a strong achievement by the entire team.
We are building on the success from the fourth quarter of 2025, where we completed several smaller projects with top ratings across Iceland, Norway, and Denmark. It proves that our quality holds — regardless of geography.
However, we must read the market correctly: there is currently no new construction. The trend is clear — the market is entirely about modifications and refurbishments.
That is where the orders are, and that is where we focus our efforts.
But we are not stopping at sea. We are actively promoting ourselves to land-based factories to broaden our foundation.
To ensure we have the capacity for both quick tasks and the new land-based initiative, we are closely linking Onboard with our new cross-functional service organization. This provides the flexibility the market currently requires.
I will go deeper into the service organization shortly.

Slide 19
In our salmon segment, our sales budgets look reasonable.
December and January are statistically slower months, but the shortfall is usually recovered in the following months.
Our demo center on Kystvejen is now operational, which gives us a strong position. Our local sales partners are also bringing projects into the pipeline.
Competition, however, is intense. We are moving very carefully with the customers we are currently working with.

Our strategy here is also based on our competitors’ weaknesses—where they fail to perform.
When customers grow tired of their current suppliers, we want to be top of mind.
And our most important trade fair—**SPG Barcelona**—is coming up again in April. We expect this event to contribute significantly to both pipeline and sales.

Slide 20
You have now heard the status from our different locations and our sales segments. As you can hear, we are all under pressure on the sales front right now. That is no secret.
We work with sales budgets—for each segment, each location, and each salesperson. Budgets are important tools. They give us an overview and allow us to track and evaluate our performance continuously.
But—and this is important—budgets must never become walls between us.
We are one team. We have one shared sales effort. And we help each other across the organization—always.
• Why is coordination so important? Imagine a football match where nobody passes the ball and everyone tries to play solo.
That is why coordinated teamwork is essential.
I will not accept that we approach the same customer from multiple directions without talking to each other. I will not accept that we fail to share knowledge and contacts.
That is not the Beritech spirit, and it reflects poorly on us in front of our customers.
It shows Beritech in a worse light and can cost us the sale.
It also makes us less competitive if everyone wants to profit from the same order.

So use each other’s contacts. Talk to each other. Open doors for one another. Coordinate your efforts.
Because we win together—or we lose individually.
We already see great examples of this working well. In Beritech, everyone is a salesperson. We have contacts across segments, locations, and roles—and those contacts can generate sales. We must become even better at utilizing that.
So remember: we are all salespeople—whether you are out on site or sitting at the Easter lunch table.
Nothing is too small, and nothing is too big.

Slide 21
I want to give you an honest status on the process we are currently in.
If we look at the numbers for the entire Beritech Group, they show that over the past 10 months we have had an average monthly revenue of about 86 million DKK.
At the same time, over the past 12 months we have had an average monthly order intake of around 46 million DKK.
In simple terms, this means that every month we receive fewer orders than we invoice.
As a result, we have gradually reduced our order backlog, which in March 2025 was just over 500 million DKK and is now approximately 200 million DKK.
Fortunately, we have a reasonable pipeline in March and April, but it is crucial that we convert these offers into orders now.
Our goal is to rebuild a healthy order backlog of around 400 million DKK.
• In other words, we have been drawing on our “savings account”—our backlog.

Pharma—and especially Novo—has treated us well in recent years, and changes in that market are the primary reason our order intake and backlog have declined.
One of our strategies is therefore to expand our market share in other segments and with other customers.
This also means we are in a process where we must adjust the organization.
First and foremost, this means reducing the use of temporary labor and project-based employees, but it also includes reductions in our permanent workforce.
However, this does not mean a hiring freeze.
We distinguish between operational and strategic roles, and we will continue to hire strategically—for example within Controlling — to ensure we become better at managing our projects and bringing financial discipline back to the forefront.
Over the past few years, because we have focused heavily on execution, we have become too expensive and too heavy as an organization.
We prioritized getting projects delivered at any cost, and as a result we lost focus on financial priorities.
That stops now. Price, common sense, and financial discipline must return to the driver’s seat.
• Everyone has a responsibility and everyone can contribute.
Often it comes down to small everyday things: correcting a drawing in time, ensuring two people are not doing the same task, or remembering to invoice extra work.
We also cannot simply blame the market—or our “good friend Trump”—for everything.
We must remember that the markets within Pharma, Food, and our new segments are still enormous.

However, our brand awareness is still relatively low in several segments. That means we must work harder and speak louder just to be invited to bid.
But that does not mean there is no work out there. There is plenty of work.
Ten years from now, everyone will know Beritech. At that time brand awareness will not be our challenge — something else will be.
As a CEO of a billion-dollar company once told me: Challenges never get smaller—they just change character.
Our pipeline looks reasonable. Now it is all about conversion.
We must close those orders.
There is only one way forward — and that is forward.
Stay calm and fight for every single project.
We are here to win, and we will return to first place.

Slide 22
• It hurts: Every time we have to say goodbye to people—whether temporary or permanent employees—it affects me.
• The past 14 months have been difficult: shutdowns, missing payments, and strong pressure for discounts.
• Necessary choices: we have reduced and reorganized in order to ensure that we all still have a workplace tomorrow.
• Our DNA is now being tested. This is when we must show our culture. Stand together, listen to each other, and solve the tasks together.
• Beritech first. My decisions are always made in the best interest of the company, never for my own sake. I do my absolute best to ensure we succeed—but I can make mistakes. The important thing is that we fight together.

• Data-driven decisions. Decisions must be based on facts, data, and common sense. That means we must become better at using our systems. Pipelines must be updated so decisions can be made based on the real amount of work ahead. Planning must allocate hours together with team leaders. Project managers must register change orders. Right now we are running at night without lights.

Slide 23
Now we move to the final regular topic:
How do we strengthen our ability to execute and create profit?

Slide 24
You have just heard the numbers, and I know the situation does not look ideal right now.
But that is exactly why we have our strategy.
We hear from other suppliers to Novo that they are also being hit hard right now. That means we must change some of the things we do.
We will continue to do business with Novo and expect their collaboration model to stabilize again. But at the same time, we will broaden our focus.
Our strategy is not a document sitting in a drawer. It is our direction, and we work actively with it every day.
We have four focus areas for 2026:
1. Controlled sales growth
We will increase our market share across all segments—nationally and internationally. But controlled growth. Not just more sales — the right sales.

2. Agile workforce
The right people with the right competencies and efficient processes. That is why we are working with the HR system and investing in training and education.
3. New organizational model
Clear responsibilities and local decision-making power. You already know some of these initiatives—such as each location having its own budget and decision authority.
4. Costs, consolidation, and efficiency
We must reduce fixed costs and simplify and optimize our systems and processes.
• Our strategy is dynamic. One of Beritech’s greatest strengths is our ability to adapt to the market and change course quickly.
The direction is clear.

Slide 25
A central part of our strategy is a major investment in Service across all industries and across the entire Beritech Group.
We exist to create value for our customers.
Service is one of the most important ways we do that. It is both our foundation and our protection against market fluctuations.
New construction projects can be postponed or canceled—but the machines and facilities at our customers must run every single day.
If we do not secure their operations, we are not creating value.
Service is not just repairs and small jobs. It also includes major rebuilds, troubleshooting, and urgent support.

As you can see on the slide, we divide the service organization under Hans Henrik Jensen into four main categories.
By focusing on service, we move from being a supplier to becoming an indispensable partner.
In several segments—Seafood, for example—service is a prerequisite for even being allowed to sell. Customers will not buy our machines if we cannot guarantee uptime and local support.
And most importantly: service work is where we discover the customer’s next major project.
We must be present every day and prove our value—not only when they build new facilities.
We are currently working intensively on the final organization of the service department. As soon as the plan is finalized, we will share more details about how it will work in practice.

Slide 26
Another example of how our strategy is coming to life in practice is the introduction of Cross-Functional Operations & Delivery Meetings in Nørresundby.
These are daily Supply Chain meetings with participants from production, planning, QA, warehouse, shipping, procurement, and safety.
These are check-in meetings focused on communication and collaboration. We also ask ourselves: what could we do differently next time?
We learn that our actions have a domino effect. Our delays create a domino effect—and the same is true when things succeed.
It is not enough that we sell more. We must become better at executing projects efficiently.

That is our competitiveness.
We must understand how our departments depend on each other.
There is also a work-environment benefit: we become better at collaborating constructively. And there is another important point. We must work together as a team. We cannot have rigid barriers between our departments.
Yes, we have responsibilities and processes—but our unity in Beritech also means we are willing to step outside our formal roles if a task requires it.
So remember to ask your colleague: What do you need?
• Examples of situations where people stepped outside their roles and helped—both positive examples and situations where we could have done better.

Slide 27
These meetings are about something fundamental: a mindset shift.
Of course we must still focus on operations and deadlines.
But we must change perspective and integrate economics and cost awareness into everything we do. Otherwise we will lose.
We talked about it last time: contribution margin, correct time registration, and focus on unnecessary expenses.
Our mindset must expand. We must think about both execution and economics.
• Execution wins: it is not about what we sell, but how we execute it.
• No blank checks: Time & Material must be tightly managed.
• No more free work: if we deliver extra work, the customer must pay for it.
• Integrity and business sense: be fair to the customer—but protect every single kroner.
At the same time, we have become too heavy as an organization.

We must rediscover our flexibility and remove bottlenecks.
That means we must all think like businesspeople: challenge suppliers on price, work beyond your job description when necessary to meet a budget, and always think “need to” rather than “nice to.”
Another thing I want to be very clear about: our sales and marketing efforts must be prioritized by everyone.
If the sales department needs help finishing a calculation for a proposal—we help.
If marketing needs material or input—we provide it.
Those tasks must also be prioritized.
Because no matter how good we are at building things, we have nothing to build if we do not win the projects first.

Slide 28
To understand why this shift is necessary, we must look at our historical priorities.
As you can see on the scale, the weight has been heavily tilted toward execution.
That is largely because our largest customers—especially Novo—operated with a mindset where speed and delivery time were everything.
As a good supplier, we followed the same priorities.
Many of our largest projects ran as Time & Material contracts, meaning we were paid for the hours required to meet tight deadlines.
Therefore the contribution margin on each individual project was less important.
We won based on our ability to execute quickly.
The reality now is that we have many more fixed-price projects.
This means the risk lies with us.

If we spend too many hours or materials, Beritech pays the bill—not the customer.
That makes precision and optimization more important than ever.
We still have Time & Material projects, and we are happy about that—but they are not blank checks.
Even in T&M we now work with fixed budgets and quotas that must be respected.
The customer is watching us closely—and we must watch ourselves as well.
We will not abandon our focus on execution, but we must execute smarter.
We must maintain the highest quality—but more efficiently.
At the same time, financial discipline must carry equal weight.
Every single case matters, regardless of size.
We must protect every kroner as if it were our own savings.
• Just like in a household: we may still invest strategically—for example in our daughter’s boarding school—but we postpone the new kitchen until savings have recovered.
• For example: In Time & Material it does not matter much if a pipe takes half an hour longer to weld. But in a fixed-price project that half hour matters. It directly affects costs and reduces the margin of the project. That is why many factors must be considered in project planning—such as competency matrices.

Slide 29
I would now like to introduce our idea of implementing a time bank for hourly employees.
First, let me say that we do not yet have all the details finalized.
That means I cannot answer all your questions today.

But this is an important example of how we learn and how we continuously work to protect jobs at Beritech.
As you know, we went through a partial shutdown in Køge.
That created a major challenge. We had to find new tasks for many colleagues in a very short time, and unfortunately it did not happen as quickly as we had hoped.
We have learned from that experience.
A time bank is intended to protect jobs.
The idea is that a smaller portion of overtime hours is placed into a time bank. Those hours can then be used as a buffer if we again face a situation where work temporarily decreases.
All overtime beyond that buffer will still be paid exactly as today.
A time bank is simply an additional safeguard against sudden downturns like the ones we saw in Bagsværd and Køge.
It gives us more options before we are forced to send colleagues home without pay—or in the worst case, make layoffs.
We are a project-based company, and naturally activity levels fluctuate.
A time bank does not eliminate layoffs entirely, but it provides another tool to handle fluctuations.
As I said earlier, the model is not finished.
We will now enter into dialogue about how the system should work in practice.
Once we know more, we will communicate clearly to everyone.
The most important message for me is that we are doing this to protect our jobs.

Slide 30
Now it is time for questions.

We will begin with questions that many of you submitted beforehand. I have already touched on some of them, but it never hurts to repeat key points.
1.
Several of you asked about the future of pharma equipment production and whether we are shifting focus away from Pharma.
We are not leaving Pharma. It has been our foundation for several years and will remain an important segment.
But we must rebalance.
We will continue bidding on Pharma projects, but we must spread our risk.
We must be strong both in large orders and in smaller, more stable tasks.
It is about strategic resilience.
2.
Some of you asked how we decide who is laid off when workload decreases.
These are extremely difficult decisions involving many criteria—competencies, flexibility, and the types of tasks we have.
Nationality plays no role.
3.
Some asked about how Beritech positions itself in the dairy sector, especially with large investments from companies like Arla and DMK.
4.
There were questions about errors in drawings and missing components.
As we discussed earlier, everyone has responsibility here. Every department must optimize its own processes, and we must improve collaboration across departments.

5.
How do we secure apprentices’ futures when we rely on temporary labor?
Temporary labor provides flexibility, but apprentices and skilled permanent employees are our long-term foundation.
6.
Some of you asked about the potential acquisition in Zealand that we have mentioned previously.
We expect to communicate an update in the near future.
Are there any additional questions before we close?
-
Finally, I know today has been a heavy session.
The process we are going through—adjusting our organization and saying goodbye to good colleagues—is difficult for everyone.
But we do it for one reason: to ensure that we have a healthy and strong company that can dominate the market for many years to come.
We have the foundation.
We have diversification across many segments, making us less vulnerable.
And as I have said today, we have a good pipeline. The opportunities are out there.
Now it is up to us to seize them.
We must return to first place, and that requires each of us to take ownership of the things we discussed today—from the first drawing to the final invoice.
I would like to end by thanking you for your effort and your honesty.
I know we can do this if we keep a cool head and fight as a team.