Avio S.p.A.

Good evening. This is the Coruscant Conference Operator. Welcome and thank you for joining the Avio full year 2025 results presentation. All participants are in listen-only mode and after the presentation, there will be a Q&A session. At this time, I would like to turn the conference over to Mr. Nevio Quattrine, Head of Investor Relations. Please go ahead, sir.

Good afternoon, everyone, and welcome to 2025 Results Conference Call of Avio. I'm here with Mr. Giulio Ranzo, CEO of Avio, and Mr. Roberto Perassai, Chief Financial Officer of the company. In a moment, we will go through the presentation we just released on our website. And at the end, as usual, we will welcome your questions. Thank you for your attention, and I hand the conversation over to Giulio.

Thank you, Navio. Good afternoon. And thank you for joining the fiscal year 2025 results. In the interest of time, I will go to the agenda. So we will go quickly over the highlights, and then we'll have some review of the financial results with our CFO, and then go back to the to describe the outlook for 2026. So 2025 was a very important year for the company. We recorded the highest economic and financial performance ever. I remind everyone that we had recently upgraded our guidance for backlog and revenues. We have exceeded 2 billion euros worth of backlog, never happened in the company, and also revenues over 540 million, never happened before, and net income EBITDA above guidance and EBITDA well within the guidance on the upper part. So I would say overall an extremely positive 2025. On the operational front, you know, the activity, the flight activity of Vega was very successful. We completed our last flight in December for Vega C. and with that we achieved four missions within 12 months which was a target we had for ourselves and we're very glad we reached that. We also demonstrated acceleration on the Ariane 6 programs which for us is extremely important as you know as we deliver many many motors to them and growing and the success of 25 was quite relevant also more recently with the introduction of ariane 64 the full booster version which is even more relevant for us in terms of the delivery of the motors and that paved the way for further growth in in 2026 in particular for the launches for amazon neo that is currently underway Towards the end of the year, as you know, we also achieved a good result of the European Space Agency Ministry of Council with over 600 million worth of subscriptions for contracts to be awarded to ABIO that will unfold in the course of 2026 and partly 2027, meaning that they will materialize in form of net order backlog within this timeframe. Most importantly, in 2025, we achieved over 250 million worth of order intake in the defense propulsion. So we had anticipated, we were expecting growth in the defense business. I think this big accumulation of backlog was a testimony of the right strategy being pursued over the course of 2025. Now the defense propulsion backlog stands at over 600 million. It's never been that high, represents almost a third of our backlog, has never represented a third of our backlog. So a very relevant testimony to the transformation of the company. As you also know, we achieved a successful capital increase towards the end of the year for 400 million euros, which is extremely important if you think about it now. We are in a completely new scenario in 2026 with an active massive conflict in Iran. with equity markets that are extremely volatile. And quite frankly, very glad we achieved this process before the end of the year. And now we have cash in hand, ready to be invested in our projects, which seem to be at the very core of where demand is going to be in the future. Now, we also, of course, prepared a dividend proposal for the shareholder meeting of 2026 in line with our payout. I think there's been quite a lot of shareholder return on the stock. Nonetheless, we proposed the shareholder meeting to also vote for a dividend in line with our traditional payout ratio. Now, one important goal, we will come back to that on the guidance of 2026. As we had anticipated in our long-term plan, we do see continued growth in 2026. But I have to anticipate to you there may be potential upside with respect to that. Now, the question is we are in the middle of an active, massive, unprecedented conflict in Iran with a huge consumption of missiles. And everywhere in Europe and in the U.S., there is a concrete expectation for far more demand than we had anticipated, probably two or three times more. Yet, you know, this conflict only started 12 days ago. So we need to wait for the dust to settle before we can correctly plan for the future and guide you through, if possible, updated targets. So far, we have projected a guidance that we feel comfortable with. Also remind that converting ideas and expectations and forecasts into firm order backlog under contract is something that takes time. But everywhere we go in our business, we see far more demand than we had anticipated. This we wanted to report to you. Now, as soon as we will have more concrete information, if needed, we will come back to you and update if needed any information on the future. So, On the following page, reviewing a little bit the numbers in detail, we put here a summary of what we did in 2023, 24, and 25. Why did we do that? Because it's important you note how fast the backlog grew over the last three years quite consistently from 1.3 billion to almost 2.2. This represents an annual compound annual growth rate of 26%, which, as you can see, is consistent across the backlog, the revenues, the EBITDA, and so on. Now, why is that relevant in my mind? Because the backlog demonstrates that the commercial capability we have in the markets we address is actually effective. So we are getting orders as we expect. Converting that into revenues is a completely different story. It tells you that we are capable of converting our commercial capabilities into our industries and turning that into deliveries. Maybe not yet in profits, but definitely in deliveries. Now, when it comes to profit, you see that also the profit has been growing at a 25% compound annual growth rate. Now, starting from 2026, we will report the split between the EBITDA we generate, so to speak, in Europe and the costs that we have incurred in the U.S. for the setup of the U.S. operations. Why that? Because as we reported to you in our plan, we have a growing EBITDA in Europe. We have a growing set of costs in the U.S. before we are fully functional with our new plans. The result of these two things in our plan would likely be a flattish EBITDA over the next two to three years. But we have a growing EBITDA in Europe and a set of costs in the U.S. and no revenues for the moment, right? Things may change in the future for the better, but that's pretty much what we have had so far. Let me also highlight to you that the numbers in terms of backlog and revenues were far more than the guidance we had given to you back then in March last year, which we had upgraded early in January this year. So we went far beyond that expectation. Last and not least, also the net income surprised positively, a little bit above what we had put in guidance. We put the guidance between seven and 10 million. We are at 11.6, not a huge value, still healthy situation. last important point is on the nfp so the cash position stands right now at 592 million we will see that with roberto later a good chunk of that of course comes from the um the capital increase but as you may appreciate there's more than 200 millions worth of cash coming from the business which is a huge amount of money okay and once again that is a testimony of how well we can do commercially by drawing advances on the new contracts, okay? Which is important, it's a terribly important situation to plan for the business for the future, make sure that we flow down our activities to suppliers and that we execute. Otherwise, converting those orders into future revenues becomes impossible. If you do have the cash, you have many more levers to play for revenue conversion. Next, let's review a little bit what happened in the course of the last few months. As we said, a very successful flight on legacy mission BB28 with a Korean satellite. I think that this Korean customer is very important, is a very important success. It's an export customer. We had the pleasure to win and, you know, We launched a very heavy, relevant satellite for Earth observation of the Korean Peninsula. We will do more this year. We'll launch a second Korean satellite. And as you know, we've been successful, again, in the Far East with Taiwan selling another launch. So that consolidates a little bit our ability not only to deliver in Europe, but also in the export markets. On Ariane, I said it before, I am very proud of how Ariane Group ramped up on Ariane 6. They did a very good job at ramping up Ariane 6 too, with certain missions for Copernicus and for Galileo, but more recently, also for Amazon Neo with the Ariane 6.4 version. So what we had designed together with Ariane Group as a European industrial setup to deliver two complementary launch services between Ariane 6 and Vega-C is now shaping up and you can see that almost at full steam. Not yet, but almost at full steam. You see how rapidly we are upgrading our launch frequencies. um more contracts for the future achieved just in the last few weeks a very important one towards the end of the year um the the new contract signed with ariane uh to deliver boosters for the next so many launches probably a 100 boosters or so uh so a very massive contract uh it's important you appreciate that this this type of delivery is for any group for m6 We get in batches, right? So you get an order every now and so often that lasts two to three years, then you get another one, and so on. So we're not going to get, unfortunately, an order for $200 million every year, but, you know, this covers pretty much the next three years, and we're very proud of it. Probably it will be less than three years because they are likely to consume boosters far more rapidly than we had anticipated. As I said before, I was very happy also with the new launches sold for Vega C. Very happy to have signed with Airbus for Player Neo next version. We had launched Player Neo before. Now we have Player Neo next. For us, Airbus is a very relevant customer. I would say also for their commercial applications, not only for institutional projects. So we are very, very happy to have this customer and very happy to have recently signed a new contract. One other important aspect many of you had asked, we are working effectively to increase the launch rate at the launch site. But to do that, we need more infrastructure. So at some point during this year, we were transferred the so-called integration facility for the launcher, the so-called BIL. It's a building that was formerly used for Ariane 5 where we will be able to integrate the Vega rocket while another one is being launched on the pad. which is fundamental for us to make sure we can reach a stable flight cadence of six per year without any issues of logistics and other complexities, okay? So the building was transferred recently. We are working heavily now on repurposing this site, but this will help in the next few years to grow the cadence without doing any particular other effort. The P160 booster for Ariane 6 and Vega-C will debut very soon on Ariane 6-4. It's the larger version of P160. As you may recall, this was developed recently as a stretched version of P120. On this, we will accelerate deliveries This year we will manufacture as many as 22 as compared to 14, which we manufactured last year. So we are ramping up production and filling up the factories here as per the plan. So very proud about this motor, which ends up being the world's largest monolithic carbon fiber solid rocket motor. Also progress on Vega E, complex project, as you know, to upgrade at some point Vega C with cryogenic upper stage with liquid oxygen methane. We are continuing to carry out subsystem level testing for all of the liquid propulsion management system. We have tested a number of subsystems. You may recall in previous years we have developed the engine itself, MR10, Now we are preparing all other surrounding subsystems to make sure that at some point we will be able to fill the upgraded Vega C to Vega E with a cryogenic upper stage. So good progress on that as well. um space rider another project we we oftentimes uh talk about our um launch and re-entry spaceship small spaceship that we orbit around earth uh stay there for a few months and come back on ground and then potentially be reused as you can see we are uh building up effectively the first flight items together with Thales Alenia. We work on the power module and the solar panels and all of that while Thales Alenia works on the aircraft itself. We provide, in addition to that, all of the propulsion systems and the guidance and navigation systems. So we are prepping for a flight sometime between 28, 29 And it's a very sophisticated product, may open up new opportunities for business that doesn't yet exist, but it's a very forefront application that we are very happy to be now at a very advanced stage of development. More innovation for the European Space Agency and the Italian Space Agency is being done with our liquid oxygen engine flight demonstrator on the left of the page. We are preparing for flight, our first flight item, which will fly sometime in 2027. We will begin testing this year on ground and then fly next year. It's a small prototype of a launcher using liquid oxygen methane technology. Very complex project, I have to say, but very rewarding because there's a lot of new technology on that that we are finally converging towards demonstrating in flight. Then we are also preparing what we call the iTrust engine, which is a larger, far larger, liquid oxygen methane engine that we may want to use for the future. And last and absolutely not least, we have very successfully conducted an extensive number of tests on our new so-called multi-purpose green engine, which is an improved propulsion system for our Vega C upper stage that uses hydrogen peroxide, a clean propellant, essentially. So a lot of new technology that, as you know, we deliver for the agencies as a customer-funded research effort. Now, on the defense side, as I anticipated to you in my highlights, there is definitely a continued momentum in defense. I would call it more than a momentum. This is probably the highest surge I have ever seen in my professional lifetime. The order book already speaks for itself. We are getting more and more demand from NVDA for Europe. I have been reached by Italian armed forces, by European institutions, all asking how we can improve, increase the production rates, the deliveries and so on. We are all working collectively between prime contractors, tier one suppliers, tier two suppliers to see how we can grow production capacity. And so in Europe, even there is a great expectation for a completely new expectation for demand. In the U.S., I don't need to say much. We have achieved quite some results in 2025 with the new contracts for Raytheon from U.S. Army and very, very recently a second contract for a second product for the U.S. Army, both for development and subsequent production. In addition to that, we have been supported in the US by the state of Virginia for the setup of our production plant, which will be instrumental to serve these US customers for the future. As I said before, in US defense for solid rocket motors, given what is happening even over the last few weeks, but not only over the last few weeks, the demand may be two, three times more than we anticipate. But at this time, my guess is as good as anybody else's. We can only count how many missiles have been launched lately. This you can do yourself. It's massive. So consumption is definitely at a peak surge. and i have to say if we were to consider how much it would take to to replenish this stock and so on it feels like it will be very many years unless we significantly grow the annual production rates so we are debating with the customers how to make this happen how to deploy investment and i think we are in exact in the exact sweet spot of adding the cash available to invest towards this effort and to go exactly along the plan that we have projected. So it's on one side very sad. On the other side is a business opportunity. We are here to serve. And I think this is a great, great potential. I would leave it now to Roberto to go a little bit deeper, although rapidly, across the financials, and then we'll come back to some considerations on the output.

Thank you, Giulio. Good afternoon, everybody. Okay, going through the slide on the backlog, we have already commented that we have achieved our record backlog of 2 billion and 200 million. Let's analyze a bit the composition of this backlog. The defense side has reached 28% of the backlog for a total amount of 600 million order we have in hands. During the 2025, we have booked order for almost 1 billion and out of which the launch system business contributed for more 400 million and this is related also to the fact that Avio is become the launch service provider. But the space propulsion as well contributed for more than 300 million. We have already commented the big order we received from Ariane 6 for the boosters for the years to come. And the defense side contributed for almost 300 million, receiving orders from both European customers and USA customers. In terms of the split, our backlog still is made by 70% of production orders and 30% by development orders. If we move to the next slide, so we comment a bit the revenue performance, I think you can appreciate the good result we achieved, $542 million. of revenues with an increase of 23% compared to last year. This revenue growth was mainly driven by the space launch but also the space propulsion contributed quite significantly and also the defense segment increased and contributed to this outstanding result. In terms of breakdown by activity, you can see that in 2025 the production activity has achieved 58% of the total revenue with the 42% coming from the technical development projects. If we move to the next slide and comment the profit and loss, first of all, the initial comment is that along the various lines, we have recorded double digit growth compared to 2024. We have already commented the net revenues. We have achieved an EBITDA reported of $32 million, with a percentage margin of 6%, growing from the 5.8% all last year. And this EBITDA result has mostly been driven by the growth on the revenue side. We have also achieved a good EBIT reported, amounting at 12 million, increasing by 43% compared to last year, despite the higher depreciation cost related to the increased flight cadence for Vega-C and the IT improvement projects. It is worth highlighting the good result on the net income, we achieved 11.6 million with a huge growth compared with last year and this is the result of the good operating performance but also by some financial income we generated from the average cash on ends. Speaking about cash, we move to the next slide and we comment a bit on the net financial position performance. As anticipated, we achieved this record positive net financial position of almost 600 million. If we take away for a while the contribution coming from the net proceeds from the share capital increase, it is worth highlighting that what we call the initial net financial position, the net financial position generated by the business has improved quite significantly from the 90 million of last year to almost 220 million this year. This also has been possible because we have collected a significant amount of advance payment related to the orders booked particularly in the fourth quarter of last year. Moving to the next slide, we can comment a bit on the balance sheet, and I think it's worth highlighting that our working capital, that as you know very well is structurally negative, has increased along this line by far to 142 million. In terms of Netflix assets, we have increased as a result of the CAPEX, we are keeping investing to support our business, to support the growth of our business, and it's worth mentioning also an initial spending in the AvioUSA related to the AvioUSA project that we have presented to you in other occasion. And at the end, it's worth mentioning that the equity of the company, as a result mostly of the share capital increase, has achieved more than $700 million. Moving to the next slide, you can appreciate the quarterly performance of the company. The ABTDA has consistently grown across throughout the year, achieving this 32 million at the year end with the typical, the usual seasonality of our company, of our business in the fourth quarter. The net financial position has been consistently positive and much higher compared to last year, until the fourth quarter, for the reason that I explained above, we jumped at 600 million almost of net financial position. Now I leave the floor again to Giulio to conclude the presentation.

So in terms of the outlook, let's have a look at what we plan on doing in 2026, in particular on our US projects. You may recall, we have identified the site where to erect our new plant to work on our main customers. Now, I think we have hinged pretty well what we need to do in particular with the US Army. which we will start doing in Italy and subsequently move to the U.S. as well. With Raytheon and Lockheed, with Raytheon we have started on the Mark 104 project. Let me highlight to you, by the way, that Mark 104 is the motor that powers all of the standard missiles which are on board U.S. Navy ships. You have as many as nine or ten destroyers in the Gulf presently. each of which has almost 100 missiles on board, and you can see them flying almost every day. So there is where there is most of the missile consumption over these very hours right now. Additionally, we had signed, as you recall, an unbinding term sheet with Lockheed Martin, which serves mostly ground-based systems largely for the Army. So we will work on these customers and on the erection of the plant. So let's see in more detail what we will do in 26. So starting from what we have already signed with Raytheon and Lockheed Martin, we will have to work to be more precise on the volume forecasts. Our expectation guidance is not clearly based on the latest forecast expectation, which may exceed what we see by a factor of two or three, as I told. Yet we need to be careful on setting the expectation on the number, especially when we talk about firm order backlog. Anyways, we need to move from these non-binding agreements to binding contracts as quickly as we can, as much as we have done with the U.S. Army. and leverage the incentive package we have in Virginia to get going with our investment alongside the proceeds from our capital raise. In addition to that, we will see whether there is any more financing opportunity, attractive financing opportunity to close the loop on what we need to expense. As we progress in the plant design, we have lots of expenses for the engineering effort around the finishing of the design of the plant. We are about to place the long term orders on the machinery for the equipment to be installed in the plant. And at some point we will kick off work with the general contractor. by breaking ground and moving along with the construction of the factory itself. The size of this plant, we had designed from the beginning to be scalable because we had anticipated that it may be a certain size or even twice I'm afraid we will have to think about making a larger one than we had expected. But this year we will also work a lot on staffing AvioUSA with people that we need to train in time for them to be ready as soon as these programs actually hit the road. uh launches in 2026 we will have many more launches of iron six probably as many as eight we will see more or less a very rapid ramp up lots of activities across mega constellations amazon leo galileo and other military satellites In Vega C, we will have probably three launches. Problem is with the scheduling of the launches, some satellites were late. So we are likely to have something like five flights in 2027 and three this year or something like that. I think it will be anyway a busy, interesting year with a new Korean satellite with another launch for the European Space Agency. So a lot of interesting activity. Now, coming to the dividend, as I said before, this is a little bit a history of what we distributed as dividend, maybe not the most important of your worries at the moment. Nonetheless, as the board of directors, we have proposed to the shareholder distribution of 6.8 million, which represents a payout ratio of 58.6%, which is definitely in the upper part of our dividend policy, which is between 30% and 60% payout. Now, guidance. So let's be careful on this one. Backlog, backlog for the time being, based on the estimates we have for firm contracts to be signed within the year, we see the backlog being in the range between 2 billion and 2.1 billion. This does not incorporate the potential upside we are actually seeing in these very weeks, okay? So this number may be higher. What we don't know yet, we will probably consolidate over the next few weeks, is how quickly the customers can convert demand growth expectation into firm orders. I remind everyone that what we put in backlog is firm orders for signed contracts, not soft agreements and shake-hands. And that's the reason why I've been cautious on forecasting the backlog. Keep also in mind that in the meantime, we are growing the revenues, so what draws down from the the backlog is increased revenues. On the revenues, I think we feel comfortable that we would likely be in the upper part of the range we have outlined here. We had explained in our plan that we would expect to grow sort of 10% annually across the decade. I think we will target to do the same. So we will likely be in the upper part of this revenue range. You have seen that also this year, we beat our own expectation on revenue growth. So we are quite confident on that. Relative to the profit, here you see quite an ample range. First of all, in the plan, we said the EBITDA of the next three years will be flat because it will be the result of a growing European EBITDA and a growing cost on the U.S. side, meaning a negative EBITDA, the consolidation of which leads pretty much to a flat scenario in the short term before the U.S. operations are at full fruition. So we will stay within such land. The costs of running our USA in 2026 will be higher than in 2025. We had about four, 4.5 million in 2025. We will have between seven and nine in 2026 as we grow the team, train the team and so on, build the factory and whatever. Moreover, one warning for the time being is on the risk for potentially high energy costs. Again, we cannot speculate on that. The price of gas has more than doubled over the last two weeks. This may stay or may go away. We don't know. But we've got to be careful with that, and that is the reason why we have left a bit of an ample range on EBITDA reported. Of course, we will do the best we can to be in the upper part of this range, as one may expect. So the net income will largely be given by both operating performance and financial performance on whatever cash will remain available. The proceeds of the capital increase will be used to start investing in the U.S. factory. The remaining part will be leveraged for financial income. We will see what type of financial income we can generate. We've been successful so far. If the interest rates stay the same, that will also contribute to net income. So this guidance is good as long as we can potentially update it if we have more accurate information, but we expect to see continued growth in the course of 2026 and of course the years to come. So I'll give it back to Nebbio to conclude.

Thank you Giulio, thank you Roberto for such a complete explanation and we can open now the Q&A session.

Thank you. This is the Corsco Conference operator. We will now begin the question and answer session. To enter the queue for questions, please click on the Q&A icon on the left side of your screen. When announced, please click continue on the pop-up window. If you are connected in audio only, please press star 1 on your telephone. The first question is from Chloé Lemarie of Jefferies. Please go ahead.

Hi, sorry, can you hear me?

Yes.

Okay, perfect. Thank you for taking my question. I have three, if I may. So the first one would be just on the order backlog guidance. So at the low end, it would imply 500 million roughly of order intake. In 2026, when obviously you mentioned the ESA, all the potential over 26 and 27 should already be around 600 million. So could you maybe talk to what led you to settle on this guide, how we should think about the order phasing prior to obviously the big increase in demand from defense? The second question is on your comment on missile demand in the U.S. increasing by a factor of two to three compared to your prior view. Can we maybe talk about the timeframe before that incremental demand could materialize and how it affects your footprint planning in the U.S.? ? And last one, on the energy cost, could you maybe share the sensitivity of your cost base to energy prices, please? Thank you.

So thank you very much, Chloe. First and foremost, what I call backlog rollout, okay? Now, we have to keep in mind that our backlog contains a couple of things, backlog from space and backlog from defense. Let's talk about that from space first and then defense. The backlog from space is composed of things that roll out pretty much linearly as a function of time, okay? So we have backlog from launches for Vega. We have backlog for research activities that will come as a result of the European Space Agency Ministerial Conference and such. This will roll out in the course of 2026, and it's somewhat predictable, allow me to say. So we may be off, you know, by one month, two months, it's predictable, okay? The number is well known and so on. If we rush to sign the contracts, we can be a little bit faster, but we know what is the total amount, right? So for example, for the development activities is 600 million, the 600 million need to come. So if we can force everything to happen To sign the contracts in 26, we will get 600 million worth of contracts, which is far more than you see now in our expectation for backlogs. Typically, what we see is that it takes us a little bit more than a year to convert a European Space Agency ministerial conference subscription into contracts. That's why we've been a little bit cautious on that. on the defense side on the defense side for us is far less predictable how fast we can convert demand into firm orders why that first of all in defense as you know we are a supplier we are not a prime contractor so we do not have a dialogue most times with end users right except for our relationship with the u with the u.s army as you have seen the u.s army which is an end user went very rapidly from idea to firm contract. For the rest of the work we do with prime contractors Lockheed Martin and Raytheon, the conversion from watching the TV news, seeing the missiles fly, and getting an order, the roadmap is a little bit longer because they need to get money from their end customers. Their end customers, by the way, need to get money from U.S. Congress, then they need to get an order from the government, then they flow it down to us. And that's why this is being longer, okay? There is no doubt whatsoever that the demand is more than what we put in our backlog guidance. There is no doubt on that. But my visibility of that becoming a firm net order backlog within the year is fairly minimal at the moment. So that's the reason. So I have no worries whatsoever on the fact that the backlog will ultimately grow. But on the timing of that, the situation may be that we are at $2 billion this year and at $3.5 billion next year, something like that. I would love it to be linear, but actually it's not. And it's difficult to predict. The third point, the story of the energy costs. So we have seen this surge in prices before when the war in Ukraine started a few years ago. This is another peak, unprecedented peak, okay? So, you know, until a few weeks ago, we were thinking about a price for gas, which was 36 euro per megawatt hour. Now, you know, We may be somewhere between 50 and 60 or even 70. It may be a spike and then we go down. Quite frankly, I wouldn't do planning in the very middle of what is happening right now. We need to, as I said before, wait until the dust settles and watch what is happening. What is the maximum impact that this may be? It's relatively modest. It's between maybe two, two and a half million, something like that. Something that we can probably offset with some other opportunities to have more profit than anticipated. So we're not too worried about it. It's important that we flag it as one of the key issues, and that's pretty much all I can say at the moment.

Can I just ask maybe on the footprint planning in the U.S., would you have to expand further on what you're already planning to meet that higher demand, or can your facility essentially extend quite significantly?

So the plant is designed to start from a capacity of 700 tons of propellant per year. Now, it can be upgraded to twice this capacity or even three times, with a relatively low investment compared to the initial one. Because, of course, most of the initial investment is for the infrastructure, the land, and most of the civil works and so on. Putting more equipment at work will not be as expensive. In the meantime, as you have seen, we are also collecting attractive financial incentive packages to support further growth in the plant size. In fact, the package that we have been awarded, for example, from Virginia, already is stretched towards the possibility of reaching an even larger plant than we have anticipated. So, we're not very worried on the possibility that this plant may be larger because should this be the case, then there will be more funding, more chief funding available to support it, okay? And alongside the proceeds that we already have from the capital increase, I think we're pretty well covered.

Thank you. The next question is from Martino de Ambrogio of Equita. Please go ahead.

Yeah, thank you. Good evening, everybody. And sorry if I repeat some questions because the connection is very bad for me. Sorry. So on this order intake again, could you split in your earlier guidance what is the split between R&D, military business, and specifically how much of the $600 million presumably is more reasonable to be included in 26 rather than the, in 27 or in the European Space Agency orders. And on the energy costs, if I remember correctly, during the previous crisis, you hadn't any automatic adjustment in the new contracts or this has to be managed in a different way?

I didn't quite get the last question. Sorry, can you repeat it?

Yeah, for the energy cost, if I remember correctly, in the previous Ukraine crisis, you were not able to automatically adjust the price for your customers for the higher cost of the energy. Has it changed the situation now, or you are still working on it?

Okay, so let me start answering from the first question. A couple of important points on the order backlog. So in 2026, the mix between the expected intake between space and defense will continue, in my opinion, if nothing changes, to be between 65% space and 35% defense, okay? This may be slightly different if the accelerated programs that they have in the U.S. will actually lead to signing first contracts very quickly, which, as I said, it's a question mark because so far the process has been lengthy, okay, reliable but lengthy. On the space side, you have to take into account that last year we just signed in December a the Ariane 6 P120 contract, and that we can't sign every year. We sign every two to three years, more or less. It's a patch, right? So that one we will for sure not have another order to top that up. But again, as I said before, the intake for 26 may be significantly more than we expected if the defense side accelerates turning into Firmwater. Now, keep also in mind on the net order backlog side, in the meantime, the revenues will go towards 600 million. So you subtract from 2.2, 600 million, then you need to add another, you know, 500, 600, hopefully 700 or 800 million. And that's where you get with the order backlog at the end of 2026. Now, regarding the energy costs, You know, we don't have a formula that can anyway adapt to such unprecedented changes in the price of energy. No one price adjustment formula would account for a doubling in the cost of gas. There's no way. Typically, contracts say that beyond a certain point, you can sit down and renegotiate if you want, but it's unlikely that you can automatically adapt to twice the cost. However, with respect to what we had four years ago, you may recall that we had a different energy generation infrastructure here in Col de Ferro. Since then, we have significantly changed our energy production assets in partnership with Enel X. And now we have far more efficient steam generation capacity than we used to have, which is what burns most of our gas. And therefore, that's why we expect that even if we have to have something like a doubling in the gas cost, we will not suffer all that much because we have a far more efficient energy generation capability today than we had four years ago.

The next question is from Andrea Bonfa of Banca Acros. Please go ahead.

Hello, good afternoon to everybody. I have the following question. First of all, is that in the light of the sense of urgency coming from the source of the stockpiles in defense, you can accelerate your, let's say, the timeframe of the U.S. factory in terms of construction activities and, let's say, initial operating phase. And the second one is, again, in the light of the urgency of production requirement, some of your U.S. clients can decide to produce locally in Italy, the second one. And this third one is a detail, but in the fourth quarter of this year, 25, your defense sales were slightly negative. How can we project defense sales to growth this year? Just to have an idea. Okay, then we'll come back for the question. Thank you.

So I will start with the second question. Defense sales are set to grow the most. So what we expect to see out of our growth between 2025 and 2026 will largely be growth in defense deliveries, okay? So I think that will be driven largely by the volumes of Aster 30, Kamiar, and now also with the U.S. Army programs that will start to ramp up this year in production already, okay? Now, in fact, U.S. Army has used with us an approach that the other customers have not. They, very much like you said, they realized that the matter was urgent. They didn't even bother to wait for the U.S. factory to be ready. They said, okay, you manufactured that in Italy. Now, interestingly enough, in these last few days, I'm getting pretty much the same message also from the other U.S. customers who are saying, okay, It's good that you do the factory in the US, but in the meantime, if you can, and even for the future, we would like to keep some of the production in Italy as well. So I think the opportunity is larger than before. Because I don't think they find many other providers who can have a new factory in the U.S. plus an existing factory here. And here we have the capability of upgrading our capacity much faster than anywhere else. Because, of course, the plant is already up and running. And as you have seen, we have been growing defense deliveries quite consistently over the last few years. We can continue to do that. So I think what we will see in the future, what I hope we will see, is that also other customers will start leveraging our Italian capabilities more quickly, and then later we will transfer in the U.S. That's what leads me to your first question. We will try to accelerate the U.S. factory construction as much as we can, but there are no factories that can be erected overnight. And therefore, it will take time to finish up with the plant. But that will not undermine our ability to deliver to customers for what I just said.

The next question is from Gabriele Gambarova of Intesa San Paolo. Please go ahead.

Thank you. The line is very bad. I'm sorry. From my side, the first question regards the sales guidance, because on average you are, let's say, forecasting a 6% when you are telling us that the ramp-up in tactical propulsion is ongoing, so I guess that growth will be pretty sizable. And then you have, let's say, the doubling in the number of Ariane missiles for space while they expect to remain almost flat. So it seems to me that this revenue guidance is very, very cautious. I don't know if you can comment on this. And regarding margins on EBITDA specifically, if you have a bigger component of Ariane, in theory, the mix should improve. So margins, in theory, should improve. Even on this, any comment would be appreciated. And lastly, if you could quantify the impact of the U.S. plant costs embedded in your 2026 IPDA guidance.

Thank you.

let's start from the the first point uh i agree with you uh gabriella the revenue guidance is cautious okay uh and i think and as i said before when i illustrated the guidance we will be in the upper part of the the the guidance range possibly exceeding that as we typically do right so sometimes that surprises me too that we exceed uh the the revenue the revenue guidance this year we over achieved guidance by a lot i think our upper range was 480 back in march last year we ended up at 540. so there is a possibility quite frankly that we go beyond 600 million of revenues i i i do not deny that that's it's it's a possibility we're being cautious because the rate of increase in each of this product is very high so we want to be diligent and deliver good quality products to our customers. So we got to be careful that we maintain the same level of quality while growing the volume so fast. Okay, that's very important. I prefer to go, you know, one step at a time, be safe on what we do. And that's the reason why we projected a cautious guidance. But I agree with you, it's cautious. On the EBITDA, yes, indeed, the EBITDA is improving because if you look at the midpoint of the EBITDA guidance and you add up to that something like eight millions worth of costs from the US, okay, you would end up with an EBITDA 2026 from Europe, which is nearly 43 million, which is significantly higher than what we have today. So if I were to project just the growth of the European size of the EBITDA, it would be a 20% EBITDA growth, okay? But at the same time, we are investing in the U.S. And not everything we do in the U.S. we can capitalize, such as the cost of people. That's why the cost of people in the U.S. for me in 2025 will be eight in 2023. So that's it. And what we said from the beginning when we presented our plan is that we will finance part of the startup of the U.S. activity through the growth of the European EBITDA. Okay? So that's pretty much what we do. Okay.

Thank you very much. If I can follow up on pricing in space. Do you see any?

Sorry, we could not hear you. Gabriele?

Gabriele, the line dropped.

The next question is from Alex Charnelli of . Please go ahead.

Yes, good morning. Most of my questions actually have been answered. I just touched upon them already, but I'll just ask again. $600 million of cash, and I think you have $100 million from possible incentives. I think you were talking about there would be possible additional needs, depending how fast you're going to scale up the infrastructure. Can you comment on that? Do you really need something more at this time, or you think that now you're set with the cash you have? That would be the first one. Then again, the second one, just tying up with the other questions that were asked. Assuming that your suppliers are able to deliver what you need, would you be able, with the infrastructure you have today, to provide the number of rockets that, you know, the demand is there? That's it. Thanks.

Okay. So first of all, in terms of cash, keep in mind that we have 600 million of cash total, 200 of which are working capital, give or take. You know, maybe it will be 150 will be, will be working capital, which means that this money we need to transfer to the suppliers as quickly as we can. So we will consume that cash by just putting that back into the suppliers and allowing them to do what they need to do for us to be able to accrue revenues. The way we accrue revenues is by moving money to the suppliers, letting them invoice to us, let us invoice to customers, and that's the way we generate revenues, right? So what we have in terms of cash for the investment is sufficient for what we have to do today. If we need more cash, we will source more cash. I'm not worried about that, as I said before. And by the way, we will not need that tomorrow morning, right? So it's not an urgent need at all, okay? That said, we will look for as many possible sources of cash that are available at a cheap rate because what we need to do for investors is to make sure we have the cheapest possible cost of capital. So we will anyway continue to look for sources of capital because if we end up in the demand scenario that I just portrayed to you, and we will have potentially to invest another $200 million, then we need to make sure that this $200 million comes at the cheapest possible rate. So that's why we will keep on being very careful on the possibility of cheap sources of capital. Now, in terms of ability to deliver with our supply chain, that's a very good question. So far, we have been growing steadily our delivery rates, both on the defense side and on the space side. On the defense side, in the past, we have done far more than what we have done today. So we are confident that we can do that. The infrastructure we have in Coloferro has not been built in a day, but in 100 years. So we have deposits and buildings and things that are available. They were used in the past. They were temporarily kept on hold over the past few years. We can quickly revamp a lot of them and dedicate them to production if we need. Just to give you a measure, here in Col de Ferro, we have as many as 300 operating buildings. But we have more buildings, maybe another 100 buildings available that are not operational anymore, but that we can quite quickly revamp. for our purposes with relatively modest capital expenditure. So again, you pointed out one important element, which is are the other suppliers, are our suppliers ready to deliver? And that's a very good question. You may recall that when we raised the capital, we said to ourselves, okay, the largest part of this money will be used for the plant in the U.S., true. But a portion of that, we said, we may want to invest in vertical integration with our suppliers. So we may want to do a few selected investments in the supply chain to make sure that we secure the sources of supply we really need. We don't need to do big investments in M&A or anything like that, but we need to make sure that we do a few selected investments to make sure we round off our ability not to be under the limit of one point of supply that falls below the expected ability to supply.

Thank you.

The next question is from Tulu Yunus of Lord Abbott. Please go ahead.

We cannot hear you.

Please click on the continue on the pop-up window. Mr. Yunus, click on the continue button on the pop-up window that should be appeared. The next question is from Carlo Maritano of Intermonte. Please go ahead.

Good evening, everyone. I just have three questions. The first one is related to investments. So could you give us an indication of the level of investment planned for 2026? And in particular, should we expect them to be mainly related to the new U.S. facility or rather to unlocking additional production capacity in Italy? The second one is related to the incentives from Virginia. So could you clarify the form they will take? For example, they will be tax credit, direct grants, or a combination of both? And the final question is on regarding a potential federal incentive, what kind of timeline should we expect? So in previous calls, it seemed that the process was It might take longer due to the changes in the counterparts you were interfacing with. Are these things moving any faster?

Thank you. Okay, Carlo, let me start from the... So first question is on the CAPEX, and the second one is on the incentives of Virginia. Let me start from the incentives of Virginia. So the incentives for Virginia is a very... articulated package which comprises tax cuts, comprises some tax cuts on different things, on the purchase of equipment, on the income tax, on many other dimensions. Then there are some funds available for the training of the personnel, which is extremely important, in my view, because it's what will drive our ability to actually find people because they will be incentivized to be completely re-skilled to do this job and so on. Then a small portion of the Virginia investment will also be grants, okay, straight grants. Now, regarding federal funds, the situation is more TBD because the policy for federal grants has largely changed in the course of 2025 since the new administration came. We are discussing with the federal government a potential support. They have very, very cheap sources of financing available, okay? We will see how big a facility we can get and how quickly we can get one. Again, I think there will be money there for this purpose. I know for a fact that there is more money available than projects to use all of this money. we need to be consistent in pursuing this funding. And I think this will add to the rate of return of our investment. Now, the size of what we can source, I'm not too worried right now, because as I said before, we are not in urgent need of cash. We just raised equity and so on. The reason why we are continuing to pursue the sources is that we want to stack capital in a way that the overall cost will be competitive relative to our cost of capital, right? So rather than rushing to get cash, we are rushing to get the right cost of capital. Then I would leave it to Roberto to answer to you on the CapEx for 26. Yeah.

The range of magnitude of the CAPEX we are planning to expand in 2026 is 90 million, including something around 50 million related to the US plant. We need to start acquiring the land and we need to start acquiring, ordering some long-lit item that takes a while to be provided. And then the rest, the complement to that is the usual capital spending we are incurring in the Avia group related to both tangible and intangible activities that the group is expected to perform.

Thank you.

The next question is a follow-up from Chloe Lemarie of Jefferies. Please go ahead.

Yes, thank you. Actually, I'm filling in for Tulu, who kindly sent me these questions. So the first one is on the order guidance and defense. Do you have anything baked in from Raytheon or Lockheed, or is it strictly what you see from the U.S. Army? The second one is could you give us an idea of how scalable the Italian factory is at this point? How is it able to potentially serve the U.S. defense demand from there? Thank you.

So the order backlog currently incorporates in size largely U.S. Army only, okay? uh so far on the guide sorry on the guidance for 20 uh for backlog at the end of 26 i think the question was well you know there is there is definitely something from lockheed and raytheon uh not much more from from u.s army considering that in u.s army we just i mean there is a portion that we just announced right that you know of and we quantitatively indicated that I don't think we will likely get other things near term from the US Army, it may as well be, you know, surprises are possible. So it incorporates largely Lockheed Martin and, and right now, okay. What else? Yeah, so the Italian factory is scalable for the reasons we said before, we had anticipated already in previous requests that today we deliver between 200 and 300 defense motors per year. We can sort of comfortably reach 600. We are projecting already by the end of the decade to be close to 1000. We can go beyond that. You have to keep in mind that what we process in terms of propellant every year for space is just like one order of magnitude or two orders of magnitude more than what we do for the fans. So, scaling up capacity for defense is not a question of capacity to cast propellant or anything like that. It relates more to the availability of tooling specific to each and every product. In space, we do just a few motors every year of very large size. Here, to get to large volumes in the fence, you need to do very high volumes of very many different products from one another. So it all stays on our ability to source the proper tooling and to equip the plants with the right set of tools specific to each and every project.

Perfect. Thank you very much.

For any further questions, please click on the Q&A icon on the left side of your screen or star one on your telephone. Gentlemen, there are no more questions registered at this time. Excuse me, there's one follow-up from Martino de Ambrogio of Equita. Please go ahead.

Just a follow-up on the last question on the output capacity in Europe. If I remember correctly, you are adding 50, 100 million euro of capex for the European plant expansion.

Yes, correct.

50, 100. Yeah, with 50, 100 translates into how much of higher production?

But it depends what we are going to do with that. As I said, the destination of these funds, we have not yet allocated, you know, million by million, okay? And we largely depend on what the customers ask and want. We also anticipated when we presented the plan, of this money may well be spent for vertical integration within the supply chain. So not necessarily within the Col de Ferro premise, but maybe in acquiring one, two, or three very small suppliers to make sure that some key supplies are completely under our control in terms of ability to deliver, et cetera. Keep in mind that most of the capacity upgrade for production rates on each product is typically directly paid by the customers. So even, for example, with MBDA, the increasing capacity is part of the pricing of the contract. It's not part of our capex. So the capex we expense is a surrounding capex, allow me to say, that helps us with our infrastructure to make sure that we can actually deliver higher rates and or, you know, some investment in vertical integration within our supply chain. Just to mention to you a few things. If you want to make so many motors, we have need for several metallic parts that we source from suppliers, et cetera, et cetera. Now, maybe one supplier is not sufficient. You need to have two or three and so on. At some point, we will be better off acquiring a small metallic part manufacturing shop and dedicating that 100% to what we do than trying to source from four, five, six suppliers here and there with the risk that they don't deliver, you know. So it's not going to be a massive M&A effort, but rather something, as I said before, to make sure that our vertical integration is robust and our connection with suppliers is robust.

Gentlemen, this was the last question, so back to you for any closing remarks, if any.

Thank you. Thank you very much for your attention.

So we can close the call at this time. Thank you. Thank you also from me and looking forward to update to you in the coming weeks. I think we will have the shareholder meeting towards the end of April, 28th of April. Following that, we will have our first board of directors. We are renewing the board of directors at the next shareholders meeting. And then beginning of May, we will look at the results of the first quarter, which as you know, it's typically not very indicative of what is happening during the year, but that would be a good occasion maybe to review where we stand with our expectations for growth, for order backlog, et cetera.

Ladies and gentlemen, thank you for joining the conference is now over. You may disconnect your devices.