Hexicon AB (publ)

Good morning. I'm here today to provide an update to our activities during the second quarter of this year, as well as an update of the industry which is floating offshore wind. My name is Marcus Thor and I'm the CEO of Hexacon. Welcome. I'll quickly go through the offshore wind market, where there's been quite a lot of happenings over the last period. Going into a few slides on Hexacon, who we are and what we do, and obviously provide some updates as to the period. And to start off with, and I've deliberately, I've typically previously had a few slides here on floating offshore wind in general. Now, I do believe that there's quite a lot of returning folks here in the audience, so I'm not going to deliberately spend too much time on floating offshore wind per se and what it is and why we believe in it. But what I do want, which I think is particularly of relevance for this period, is to provide an update as to the offshore wind market. What we are seeing and what we have been seeing for a few years is a weak market when it comes to offshore wind, floating offshore wind, driven by inflation, interest rates, supply chain bottlenecks and a few other factors. Now, with a fairly weak 2022, potentially even weaker 2023, what we are seeing now is quite a lot of signals for this starting to turn around. And I'll give you a few examples. In the UK, the authorities have increased the budgets for offshore wind, including such earmarks for floating offshore wind. And this is particularly of relevance for the Pentland project in Scotland, where we own a 10% stake together with CIP, where they're participating in this year's auction. So increased budgets for such auctions. In Italy, after a good year and a half, or potentially even two years of waiting, a new decree was just recently out over the last few weeks, which stipulates the rule, the capacity, as well as the rule when it comes to the ceiling price, et cetera, for an auction, an offtake auction for Italy. And this is now, as far as I know, the only market in Europe where there is an offtake auction without the need to, at the inception, pay for waterbed through a lease auction. And finally, over in Korea as well, where we have a lot of our own activities, there was recently an update to the roadmap where the government decided two very positive things. One is to extend some of the very tight deadlines within their auction scheme. but also to separate floating offshore wind with fixed bottom wind, a clear signal that floating offshore wind is particularly needed to meet the targets over in South Korea. So in general, Yes, macroeconomic factors still impact our industry. It isn't back to where it was a few years ago. We are starting to see signals now. These political pushes in certain key markets are certainly a first step in the right way. Markets tend to follow after that. How long that will take, that's very difficult to see. But we are seeing positive trends right now. Secondly, I also want to emphasize that I think what we'll see and what is happening over the last, say, two years, a bit more, we will see a dip in the deployment of new offshore wind and in particular new floating offshore wind. Longer term, those numbers and forecasts are pretty much unchanged. So there will be a lot of turbines out at sea and there needs to be a lot of turbines on floating foundations. There's just simply no other way. Now if you look at Hexagon, just a slide here to characterize Hexagon across four themes. One is experience. Hexagon has been around for about 15 years, which is very long in the industry that is floating offshore wind. We are one of the very few with a decade and a half of experience in this industry. Two, our technology. So we hold a patented and very unique technology, which is, in our opinion, the long-term competitive solution, having two turbines on the same foundation, which enables you to install more turbines for a given area. And this is going to become more and more important for every turbine that is installed. When you've got an area that is suitable, out of conflict, permitted, you want to make sure that you maximize that area. Three, our big and diversified project portfolio. So given the size of Hexagon, this is a substantial portfolio that we have developed across countries in Africa, Asia and Europe. Some markets with just one project, others with a complete portfolio. But all in all, a diversified and mature portfolio. And lastly, our partnerships. We've developed both projects and technology from the very outset in a partnership model. We believe that's very relevant for two reasons. One is the local content. Any developments is a local discipline to a large extent. So you need that local competence, you need that network and that understanding. This is the case for every market we operate in. And secondly, it's industrial partners. So our core skill set lies in the early development from origination throughout the development phases earlier years. As projects mature, as they become bigger, closer to FID, we of course have the plan to solidify our developments in partnerships with industrial players as well. In our business model, is twofold or standing on two legs, you can say. On the one hand, we're a project developer focusing on early stage across many geographies for risk diversification. And on the other hand, we're a technology provider. And these two separate disciplines are certainly synergetic. They commercially reinforce one another. Typical example and easy to understand is of course you can use technology for projects. Projects paves the way in a platform for the technology to be used. But also they are separate and they provide independent revenue streams. One faulting does not necessarily affect the other. So whilst project developments are very much here and now, holds a value right now, the shares of projects, technology is a bit longer term. We need to go through the activities to deploy it in full scale before it can actually be used and sold and for us to gain revenue through a license fee model in bigger wind farms. Regardless of a project or technology, of course, project cycles, technology developments, typically life cycles across projects in our industry, are long-term. And there's no way to get out of that. So looking at our current project portfolio, it's spread across projects and prospects, where it's the maturity of a project that defines it to be a project rather than a prospect. And we're right now working through 12 active projects and six active prospects. Then we've got a bunch of earlier potential opportunities as well that might make its way into the project portfolio. But right now, our focus is on these key projects that are active. So where do we have them? Well, they're mainly, if you look at the bigger projects and especially where we've got portfolio of several projects in the single market, they are in Italy, Sweden and South Korea. We are looking at South Africa as well. We have one project to increase that to additional ones because that market is starting to show signals to now take off. So our early bet in that market is looking like it was a good one. It's a total portfolio of around 23 gigawatts. That's gross numbers. So net, the part of that that is in Hexacons direct ownership is around 13 gigawatts out of seven and a half, which is projects. And a quick one on the technology. So we're continuing to move forward in the Twin Hub project. We are, and I'll come back to that a bit later as well, so with the market conditions and changes over the last two years since the Twin Hub project winning the CFD, so the revenue scheme for 15 years in the UK, markets have changed quite drastically. So project as such, including supply chain, we are going through and reviewing in detail across the whole project to be able to cope in this new environment. But what we are doing in parallel that we're making good progress in are some of the key engineering work streams. Not the least, the integrated work between the floating foundation, so our technology, our IP, and the turbine supplier. And this is a key work stream that any technology supplier need to go through a lot of integrated work with the turbine supplier to ensure that the turbine and the foundation, mooring system and everything meets all the requirements, withstands all external forces on it in every possible environmental condition. Separately, I want to add as well, relating to the technology, out of our two patent families, one is the main patent of the foundation and the orientation of it, including two turbines. The other one is a TLP, so a taut tension leg mooring system, which is an application to the main patent that is applicable in certain jurisdictions, certain environments, but not all. But that one, during the year, managed to spread across more countries. So since and across this year, It's been recently approved as well in India, Japan, South Korea and also Brazil. Some potential long term key markets. I also want to mention that during the period on June 14th, the Swedish Patent and Market Court decided to maintain our Swedish patent, the main patent family for our foundation. and reject an appeal that was handed in by Enerocean, which is a competitor out of Spain. And some of you might recall that this was an appeal that was originally made already back in conjunction with our IPO three years ago, and then now persistently reappealed. And the court has decided to continue to vote in our favor or rule in our favor, I should say. There is one more chance for them. So they have decided just outside the quarter to appeal again this decision by an erosion. So we'll see how that goes. So far, it's been perfectly in line with our expectations, our anticipation that it's continued to be ruled, the patents to maintain in our favor. Looking at some of the highlights, and I see here it should say Q2 and not Q1. So it's been a lot of focus over in South Korea, and not the least taking over the operational aspects of the Moon Mubarak project. So this is just looking back slightly. This is a project that we were together with a local partner originating back already at the end of 2018. I lived there across 2019 and got it ramped up. And that was also the time where Shell joined in. And since then, we've developed it in a partnership with Shell. And as of earlier this year, in February, we've now agreed with Shell, exiting that market, how to take over those shares. And that comes in many steps. And one of them is, of course, to be able to take over the operational responsibility. We had some roles. Shell had more roles. Now we need to ensure that we control the whole project and are able to do it going forward as well. And that's been a good four or five months of transition that we completed at the end of June. And that's a lot of work from a lot of people and some travels back and forth between Sweden and Korea. The second part of this whole takeover is a change of control. So main ownership of a project like this that holds licenses in the country to be approved by the authorities. And for that, there's a lot of steps that you need to go through. You need to follow a rule book. You need to have certain things that you provide. And all this was packaged in an application that was also submitted during the second quarter. And that is now... with the Ministry of Trade, Industry and Energy in South Korea to be processed. And we don't have an outcome on it yet. During the period, we extended the current credit facility, previously adopted from July 12th until December 31st. And lastly, I want to mention that mid-June as well, the County Administrative Board, Länsstyrelsen in Västra Götaland, decided to publicly recommend to the Swedish government that they approve our project Mareld, which is part of the Freja offshore portfolio, our 50-50 joint venture in Sweden with mainstream renewable power. and more in particular is a 2.5 gigawatt project off the west coast that we're now waiting for the government's final decision but now very importantly recommended by the county administrative board to approve um I want to specifically here provide an update on Mundberam. It is a big and important core project within our portfolio. It's one that across the spring has taken a lot of our efforts, a lot of focus for all the right reasons. I did mention the operational takeover already. What I do want to mention as well, that it's a project that is becoming mature. It's a project that's got a few really big milestones in the very near term. I don't know the exact timing, but what I can say is that the EIA, so the Environmental Impact Assessment, was submitted to South Korean authorities in the beginning of this year, and we do expect an approval within very short. This is two years of work going through surveys, how this project impacts the environment, birds and whatnot, and then handed in for processing, and now we're at the final stretch here to get that approved. That is also a prerequisite to participate in the stipulated and regulated offtake auction in South Korea. Secondly, we're expecting and are in the final steps and process also to agree a grid connection agreement with the local TSO named Capco, which is, in addition to the IA, perhaps the two key milestones during the development phase leading up to the auction. I do want to point out, of course, that the approval from the authorities for this change control is a prerequisite for us. It's a prerequisite to take over Shell's part of the project, so Shell's share, and become the sole owner of the project. And that is also a prerequisite to complete the ultimate goal here, to hand over to a new ownership structure where Hexagon would preferably hold a minority stake. This is not a project, when you look at the maturity and size of it, that Hexagon intends to develop itself. It's a step towards that end game to find that new and suitable long-term ownership. That process has started, but it's only able to be finalized with, of course, the change of control also being approved. Looking ahead. into a category of work that we're doing and where we put our emphasis. I do want to mention that we are prioritizing right now. And these are intertwined and work together. So we are looking to secure and improve the company's financial structure. The base of that is very much project investments. But in weak markets like this, we need to avoid having to fire sale assets. So this is where they work together, where there are multiple processes ongoing at the priority to divest certain selected projects, not the least Mummubaram that was mentioned. But to complement that and to back that up, we are also looking and having dialogues with our extensive network of partners, investors, shareholders, et cetera, to ensure that we have staying power and not having to fire sale assets. So to improve the company's financial structure, again with the base of being divestments, that is a priority in the near term. In addition to that, Of course, we are continuing to push forward, not the least, our key projects. Lastly, longer term, we'll be looking at adding projects to the portfolio. But right now, the focus is rather to mature the existing portfolio. So with that said, I want to thank you all for listening. And now we have our Q&A session. Thank you.

Thank you for the presentation, Marcus. We have received a few questions from the audience. I'll start with the first one. How are you planning on managing your financing going forward?

Good question. As I just said here in the last slide, the base is product investments and a conviction of the significant value of our portfolio. But again, in times like now, so in weaker markets, Being able to ensure that we don't have to fire a sale asset, that's probably the worst. Needing to ruin value by having to sell too quickly. That is something we're working very actively with. And to do that, we're having multiple dialogues within our networks, as I said, with shareholders, investors, partners, to ensure that staying power. And that's to be seen as a complement and a potential backup to divestment, which is really the core here.