Q2 2026 Netcompany Group AS Earnings Call

August 13, 2026

Speaker #3: Welcome to this.

Operator: Welcome to this Netcompany interim report for the first six months of 2026. Today's call is being recorded. If you have any objections, please disconnect at this time. For the first part of this call, all participants will be in a listen-only mode. Afterwards, there will be a question and answer session. To ask a question, please press *5 on your telephone keypad. I will now hand the call to your speakers, CEO Andre Rogaczewski and CFO Thomas Johansen. You may now begin.

Speaker #4: Welcome to.

Speaker #3: Netcompany interim report for the first six months of 2026. Today's call is being recorded. If you have any objections, please disconnect at this time.

Speaker #3: For the first part of this call, all participants will be in listen-only mode. Afterwards, there will be a question-and-answer session. To ask a question, please press 5-star on your telephone keypad.

Speaker #3: I will now hand the call over to your speakers, CEO Andre Rogaczewski and CFO Thomas Johansen. You may now begin.

Speaker #4: We may now begin.

Speaker #5: Good day, and welcome to this presentation of Netcompany's results for Q2 2026. My name is Andre Rogaczewski, and I'm the CEO and co-founder of Netcompany.

André Rogaczewski: Good day, and welcome to this presentation of Netcompany's results for Q2 2026. My name is Andre Rogaczewski, and I am the CEO and co-founder of Netcompany. I am joined today by our CFO, Thomas Johansen. Before we get going, there are some important disclosures that I need you to read through. Could we please have slide number 2? I will pause here for 30 seconds and let you all have a read-through of these important disclosures. The topic of today's presentation is our performance of Q2 2026. I start by walking you through the business highlights for the quarter. Once I am done, Thomas will go through the financial performance of the quarter and the financial guidance for 2026 before we open the call up for questions. Can we have slide number 4, please?

Speaker #5: I'm joined today by our CFO, Thomas Johansen. Before we get going, there are some important disclosures that I need you to read through, so could we please have slide number 2?

Speaker #5: I'll pause here for 30 seconds and let you all have a read-through of these important disclosures. The topic of today's presentation is our performance for Q2 2026.

Speaker #5: I will start by walking you through the business highlights for the quarter, and once I'm done, Thomas will go through the financial performance of the quarter and the financial guidance for 2026.

Speaker #5: Before we open the call up for questions, can we have slide number four, please? I'm pleased to report that Q1's strong momentum has not only continued, but accelerated into Q2.

André Rogaczewski: I'm pleased to report that Q1's strong momentum has not only continued but accelerated into Q2. We're seeing demand from both our existing and new customers, and they're increasingly choosing our AI-powered product and platform offerings. We delivered revenue growth of more than 43% in Q2, of which organic growth accounted for more than 17 percentage points, demonstrating the underlying strength of our business. During Q2, we accelerated the development and rollout of Feniks, our internal AI framework, which is expected to unlock meaningful efficiency gains and create the ability to build larger, complex, and even more valuable responsible solutions in regulated industries. Feniks is becoming a real market differentiator and hence making it possible for us to stand out and take market share. This quarter also marks the first year of ownership of the former SDC that is now Netcompany Banking Services.

Speaker #5: We're seeing demand from both our existing and new customers, and they're increasingly choosing our AI-powered product and platform offerings. We delivered revenue growth of more than 43% in Q2, of which organic growth accounted for more than 17 percentage points, demonstrating the underlying strength of our business.

Speaker #5: During Q2, we accelerated the development and rollout of Phoenix, our internal AI framework, which is expected to unlock meaningful efficiency gains and create the ability to build larger, more complex, and even more valuable responsible solutions in regulated industries.

Speaker #5: Phoenix is becoming a real market differentiator, and hence making it possible for us to stand out and take market share. This quarter also marks the first year of ownership of the former SDC, which is now Netcompany Banking Services.

Speaker #5: We're moving ahead as planned, and I will give an update on the progress and other exciting news in a little while. And can I have the next slide, please?

André Rogaczewski: We are moving ahead as planned, and I will give an update on the progress and other exciting news in a little while. Can I have the next slide, please? Coming to the H1 results, we reached 4.9 billion DKK in revenue, which is more than a 40% year-over-year growth, with 15% of that being driven organically, once again, outperforming the market significantly. This reflects strong demand from both our existing but also new customers. We are seeing a shift in the market right now. As customers are moving past the experimental and proof of concept phases with AI, they are definitely now focused on actual execution and implementation. That's where we are adding value, helping them to turn ambitions into real outcomes and margin expansion.

Speaker #5: Coming to the first half-year results, we reached DKK 4.9 billion in revenue, which is more than 40% year-over-year growth, with 15% of that being driven organically.

Speaker #5: Once again, we are outperforming the market significantly. This reflects strong demand from both our existing and new customers. We are seeing a shift in the market right now, as customers are moving past the experimental and proof-of-concept phases with AI; they are definitely now focused on actual execution and implementation.

Speaker #5: That's where we are adding value—helping them to turn ambitions into real outcomes and margin expansion. It's a very good position to be in, and we are pleased with how we're tracking, especially with the development and the continuous rollout of Phoenix.

André Rogaczewski: It's a very good position to be in, and we are pleased with how we are tracking and especially with the development and the continuous rollout of Feniks. Can I have the next slide, please? Feniks AI, which we first launched for customers in mid-2025, is continuously benefiting from the advancements made internally across the group and will be pivotal in our unique approach to dealing with complex legacy modernization with our customers and implementation of complex solutions in very highly regulated industries. During the second quarter, the solution was advanced further to embrace new LLMs being introduced almost every second week, and it is clear that one of the most important prerequisites for unlocking value with AI today is the understanding that AI is much more than just raw LLMs, and that different LLMs are good at different things.

Speaker #5: Can I have the next slide, please? Phoenix AI, which we first launched for customers in mid-2025, is continuously benefiting from the advancements made internally across the group and will be pivotal in our unique approach to dealing with complex legacy modernization with our customers and implementation of complex solutions in highly regulated industries.

Speaker #5: During the second quarter, the solution was advanced further to embrace new LLMs, being introduced almost every second week. It's clear that one of the most important prerequisites for unlocking value with AI today is the understanding that AI is much more than just raw LLMs, and that different LLMs are good at different things.

Speaker #5: We are leading in this understanding, and also in placing LLMs on European infrastructure to create sovereign, independent, European solutions—own-sourced and very highly, and often at fixed-price, competitive prices when it comes to compute.

André Rogaczewski: We are leading in this understanding and also in placing LLMs on European infrastructure to create sovereign, independent European solutions, own-sourced, and very highly and often to fixed-priced competitive prices when it comes to the compute. To get full benefit of AI, the approach must be based on embedding LLMs into a wrapping where they actually can be utilized as engines to create real business value. Feniks is that wrapping. We combine it with deep understanding of our customer's domain, unique experience and methodology in implementing complex solutions, and strong internal processes and guardrails. To succeed with AI, you need to modernize your old systems. With Feniks Learn, we use AI to discover everything about the old systems and their context, including legislation, code base, documentation, and business processes. We then produce clear documentation for the existing systems to make sure we fully understand what they actually do.

Speaker #5: To get the full benefit of AI, the approach must be based on embedding LLMs into a framework where they can actually be utilized as engines to create real business value.

Speaker #5: Phoenix is that wrapping. We combine it with deep understanding of our customers' domain, unique experience, and methodology in implementing complex solutions, and strong internal processes and guardrails.

Speaker #5: To succeed with AI, you need to modernize your old systems. With Phoenix Learn, we use AI to discover everything about the old systems and their context, including legislation, code base, documentation, and business processes.

Speaker #5: And we then produce clear documentation for the existing systems to make sure you fully understand what they actually do. With Phoenix Build, we then deliver, and at a significantly faster time to market, the new systems, typically based on our platforms, adding all the new exciting processes and functionalities needed.

André Rogaczewski: With Feniks Build, we then deliver at a significantly faster time to market the new systems, typically based on our platforms, adding all the new exciting processes and functionalities needed. AI is clearly driving this demand for us right now, a demand which we expect to continue going forward. We are organizing around this opportunity by establishing a commercial AI delivery unit and hiring Netcompany's first commercial Chief AI Officer, Mette Kogstad. Mette brings proven capabilities and expertise into the group from her extensive work with and experience in the tech field, most recently as the CEO for Microsoft Denmark. Joining her commercial capabilities with our technical skills will enable us to help customers with enterprise-scale AI work in a structured way, focused on delivering real results.

Speaker #5: AI is clearly driving this demand for us right now, a demand which we expect to continue going forward. We're organizing around this opportunity. By establishing a commercial AI delivery unit, and hiring Netcompany's first commercial Chief AI Officer, Meta Kogor, Meta brings proven capabilities and expertise into the group from an extensive work with and experience in the tech field, most recently as the CEO for Microsoft Denmark and joining her commercial capabilities with our technical skills will enable us to help customers with enterprise-scale AI work in a structured way.

Speaker #5: Focused on delivering real results. At Netcompany, we help organizations embrace AI in a way that is not only faster, but also safer, smarter, priced smartly, and better aligned with the realities of mission-critical delivery.

André Rogaczewski: At Netcompany, we help organizations embrace AI in a way that is not only faster, but also safer, smarter, priced smartly, and better aligned with the realities of mission-critical delivery. Can we have the next slide, please? 1 July marked the first year anniversary for the closing of the transaction with SDC and the establishment of Netcompany Banking Services. The integration progress is as anticipated and synergies are materializing according to our plan. With Netcompany Banking Services, we are delivering innovative banking services anchored in trust, efficiency, and customer centricity, a vertical with significant opportunity through the implementation of AI-enabled solutions, such as our own products and platforms. Therefore, we are also strengthening our internal organization with the hiring of senior leaders for both Netcompany Banking Services and the life pension insurance industry by welcoming Søren Mogensen and Peter Hermann.

Speaker #5: And can we have the next slide, please? July 1st marked the first-year anniversary of the closing of the transaction with SDC and the establishment of Netcompany Banking Services.

Speaker #5: The integration progress is as anticipated, and synergies are materializing according to our plan. With Netcompany Banking Services, we are delivering innovative banking services anchored in trust, efficiency, and customer centricity.

Speaker #5: A vertical with significant opportunity through the implementation of AI-enabled solutions, such as our own products and platforms. Therefore, we are also strengthening our internal organization with the hiring of senior leaders for both Netcompany Banking Services and the life pension insurance industry by welcoming Søren Mogensen and Peter Herrmann.

Speaker #5: Søren will take over the CEO role in Netcompany Banking Services, and Peter will head our offerings with Live Pension and Insurance. I'm proud of being able to attract such high-calibre industry leaders to our group.

André Rogaczewski: Søren will take over the CEO role in Netcompany Banking Services, and Peter will head our offerings with life pension and insurance. I am proud of being able to attract such high caliber industry leaders to our group. I am immensely proud to lead Netcompany as one of the few European companies positioned to ensure that European governments and enterprises in regulated industries will be able to thrive in the future of AI in a secure manner based on European sovereignty. With that, I will now pass on the word to Thomas, who will go through the numbers. Please go ahead, Thomas.

Speaker #5: I'm immensely proud to lead Netcompany as one of the few European companies positioned to ensure that European governments and enterprises in regulated industries will be able to thrive in the future of AI in a secure manner based on European sovereignty.

Speaker #5: And with that, I will now pass the word to Thomas, who will go through the numbers. Please go ahead, Thomas.

Speaker #2: Thank you for that, André. I will go through our financial performance for Q2 2026, and also our updated revenue guidance for 2026. So, if we move past the breaking slide, number eight, and straight into slide number nine, please.

Thomas Johansen: Thank you for that, André. I will go through our financial performance for Q2 2026 and also our updated revenue guidance for 2026. If we move past the breaking slide number 8 and straight into slide number 9, please. As André already mentioned, we continue the strong start of the year with organic revenue growth of 17.1% in constant currencies compared to Q2 2025. Currency has impacted revenue growth positively by 0.2 percentage point in the quarter, resulting in reported organic revenue growth of 17.3%. Organic growth was driven by 18.5% growth in the public sector and 14.6% growth in the private sector.

Speaker #2: As André already mentioned, we continue the strong start of the year with organic revenue growth of 17.1% in constant currencies compared to Q2 2025.

Speaker #2: Currencies impacted revenue growth positively by 0.2 percentage points in the quarter, resulting in reported organic revenue growth of 17.3%. Organic growth was driven by 18.5% growth in the public sector and 14.6% growth in the private sector.

Speaker #2: Revenue growth was driven by new wins related to our production platforms, with all segments contributing to the growth—most significantly, Netcompany UK and Netcompany SEE and the EU—as well as continued expansion of existing customer relationships.

Thomas Johansen: Revenue growth was driven by new wins related to our products and platforms, with all segments contributing to the growth, most significantly Netcompany UK and Netcompany SEE and the EU, as well as continued expansion of existing customer relationships. Group revenue increased 43.3% in the quarter, of which 26.1 percentage points were non-organic, related to the inclusion of Netcompany Banking Services. Netcompany Denmark revenue increased 6.4% compared to Q2 2025, driven by 22.2% growth in the private sector, with contribution from multiple verticals. Netcompany SEE and EU grew revenue 19.6% compared to the same period last year. Growth was driven by public sector, including EU, which grew 26.4%. Netcompany UK continued its strong growth path from the previous quarters and grew revenue by a staggering 57.3% compared to Q2 2025.

Speaker #2: Group revenue increased 43.3% in the quarter, of which 26.1 percentage point were non-organic related to the inclusion of Netcompany Banking Services. Netcompany Denmark revenue increased 6.4% compared to Q2, 2025, driven by 22.2% growth in the private sector, with contribution from multiple verticals.

Speaker #2: Netcompany SEE and EU grew revenue by 19.6% compared to the same period last year. Growth was driven by the public sector, including the EU, which grew 26.4%.

Speaker #2: Netcompany UK continued its strong growth path from the previous quarters and grew revenue by a staggering 57.3% compared to Q2 2025. The growth was driven by both the public and private sectors, as a result of increased engagements with both existing and new customers adopting our products and platforms.

Thomas Johansen: The growth was driven by both the public and the private sector as a result of increased engagements with both existing and new customers adopting our products and platforms. In Netcompany Norway, revenue increased by 8.5% compared to the same quarter last year, and in Netcompany Netherlands, revenue increased by 31.1%. Netcompany Banking Services revenue increased 17% compared to pro forma revenue in SDC of Q2 2025. Can we move to the next slide, please? During the H1 2026, Netcompany Group revenue increased 15.1% organically to DKK 3.9 billion. The growth was driven by public sector, including EU institutions, that grew 17% in the first six months of 2026, as well as the private sector revenue, which increased 14.4% compared to the same period last year.

Speaker #2: In Netcompany Norway, revenue increased by 8.5% compared to the same quarter last year, and in Netcompany Netherlands, revenue increased by 31.1%. Netcompany Banking Services revenue increased 17% compared to pro forma revenue in SDC of Q2 2025.

Speaker #2: And can we move to the next slide, please? During the first half of 2026, Netcompany Group revenue increased 15.1% organically to DKK 3.9 billion.

Speaker #2: The growth was driven by the public sector, including EU institutions, which grew 17% in the first six months of 2026, as well as private sector revenue, which increased 14.4% compared to the same period last year.

Speaker #2: And can we move to the next slide? In Q2 2026, organic adjusted EBITDA before allocated headquarter cost was 15.5%, an increase of 1.6 percentage points compared to the same quarter last year, including the additional net impact on margin associated with the Netcompany Cycling Partnership.

Thomas Johansen: Can we move to the next slide? In Q2 2026, organic adjusted EBITDA before allocated headquarter costs was 15.5%, an increase of 1.6 percentage points compared to the same quarter last year, including the additional net impact on margin associated with the Netcompany-Ineos cycling partnership. Adjusted EBITDA for special items, which in Q2 2026 amounted to DKK 148 million, related to a provision for redundancies expected to be realized during the coming nine to 12 months. The provision relates to ongoing sizing of the organization, adjustments in employee mix, and realization of efficient growth in all entities throughout the group. The net effect hereof is expected to have a full impact from the H2 2027 and onwards.

Speaker #2: Adjusted EBITDA for special items, which in Q2 2026 amounted to €148 million, related to a provision for redundancies expected to be realized during the coming 9 to 12 months.

Speaker #2: The provision relates to ongoing sizing of the organization, adjustments in employee mix, and realization of. Efficient growth in all entities throughout the group. The net effect hereof is expected to have a full impact from the second half of 2027 and onwards.

Speaker #2: Group adjusted EBITDA before allocated headquarter cost increased 45.7% to DKK 346.5 million in Q2 2026, of which 30.9% was organic. In Netcompany Denmark, adjusted EBITDA margin decreased 0.3 percentage points to 16.4% in Q2 2026, which mainly reflected increased local marketing costs related to the partnership with Netcompany in its cycling team.

Thomas Johansen: Group adjusted EBITDA before allocated headquarter cost increased 45.7% to DKK 346.5 million in Q2 2026, of which 30.9% were organic. In Netcompany Denmark, adjusted EBITDA margin decreased to 0.3 percentage point to 16.4% in Q2 2026, which mainly reflected increased local marketing costs related to the partnership with Netcompany-Ineos Cycling Team. Excluding the net impact from the Netcompany-Ineos partnership, adjusted EBITDA margin in Denmark would have been 21.1% for Q2 2026. In Netcompany CE, adjusted EBITDA margin was 16.2% in Q2 2026 compared to 15.1% in the same quarter last year.

Speaker #2: Excluding the net impact from the Netcompany-Intrasoft partnership, adjusted EBITDA margin in Denmark would have been 21.1% for Q2 2026. In Netcompany Group, adjusted EBITDA margin was 16.2% in Q2 2026, compared to 15.1% in the same quarter last year.

Speaker #2: And in Netcompany UK, adjusted EBITDA margin increased to 13.6%, from 1.6% in the same quarter last year, as a consequence of strong operational performance and stable costs.

Thomas Johansen: In Netcompany UK, adjusted EBITDA margin increased to 13.6% from 1.6% in the same quarter last year as a consequence of strong operational performance and stable costs. In Netcompany Norway, adjusted EBITDA margin was 1% in Q2, and in Netcompany Netherlands, margin increased to 25.6% in the quarter. For Netcompany Banking Services, the adjusted EBITDA margin was 7.9% in Q2 compared to pro forma adjusted EBITDA margin of 3.4% in SDC in the same quarter last year. The integration is, as André mentioned, progressing as anticipated, and we are starting to see the impact from synergies materializing. Can we have the next slide, please? Organic adjusted EBITDA before allocated costs was DKK 634 million in the H1 2026, yielding an organic adjusted EBITDA margin before headquarter cost of 15.9% compared to 16.2% in the same period last year.

Speaker #2: In Netcompany Norway, adjusted EBITDA margin was 1% in Q2, and in Netcompany Netherlands, the margin increased to 25.6% in the quarter. For Netcompany Banking Services, the adjusted EBITDA margin was 7.9% in Q2 compared to a pro forma adjusted EBITDA margin of 3.4% in SDC in the same quarter last year.

Speaker #2: The integration is, as André mentioned, progressing as anticipated, and we are starting to see the impact from synergies materializing. Can we have the next slide, please?

Speaker #2: Organic adjusted EBITDA before allocated costs was DKK 634 million in the first half of 2026, yielding an organic adjusted EBITDA margin before headquarter costs of 15.9%, compared to 16.2% in the same period last year.

Speaker #2: The decrease in organic adjusted EBITDA margin was driven by lower license revenue and increased investments in agentic AI, as well as increased marketing costs related to the partnership with Netcompany in its cycling team.

Thomas Johansen: The decrease in organic adjusted EBITDA margin was driven by lower license revenue and increased investments in agentic AI, as well as increased marketing costs related to the partnership with Netcompany-Ineos Cycling Team. Excluding the net impact of the Netcompany-Ineos partnership, organic adjusted EBITDA margin would have been 16.7% in the H1 2026. Can we have the next slide, please? In Q2 2026, we employed an average of 9,895 full-time equivalents, which was an increase of 18.7% compared to Q2 2025. Around half of the increase was non-organic and related to the inclusion of Netcompany Banking Services.

Speaker #2: Excluding the net impact of Netcompany in its partnership, organic adjusted EBITDA margin would have been 16.7% in the first half of 2026. And can we have the next slide, please?

Speaker #2: In Q2 2026, we employed an average of 9,895 full-time equivalents, which was an increase of 18.7% compared to Q2 2025. Around half of the increase was non-organic and related to the inclusion of Netcompany Banking Services.

Speaker #2: To enhance and streamline our product and platform offering, and to further embed AI capabilities into these, all efforts around product and platform development, as well as AI initiatives previously anchored with the business segments in Denmark and Southeast Europe, were moved into one central unit, Product Development, as of January 1, 2026.

Thomas Johansen: To enhance and streamline our product and platform offering and to further embed AI capabilities into these, all efforts around product and platform development, as well as AI initiatives previously anchored with the business segments in Denmark and South East Europe, was moved into one central unit, product development, as of 1 January 2026. In Q2 2026, the number of FTEs in this unit increased by 124 FTEs compared to the same quarter last year, as investments in adopting agentic AI into our products and platforms accelerated. The number of organically client-facing FTEs for the group increased by 9.3% to 8,137 in Q2 2026. The attrition rate for the last 12 months was 16.3%, which was a decrease of 1.9 percentage point compared to 18.2% in Q2 2025. Can we go to the next slide, please?

Speaker #2: In Q2 2026, the number of FTEs in this unit increased by 124 compared to the same quarter last year, as investments in adopting agentic AI into our products and platforms accelerated.

Speaker #2: The number of organically client-facing FTEs for the group increased by 9.3% to 8,137 in Q2 2026. The attrition rate for the last 12 months was 16.3%, which was a decrease of 1.9 percentage points compared to 18.2% in Q2 2025.

Speaker #2: Can we go to the next slide, please? The Group generated free cash flow of DKK 41.2 million in Q2 2026, compared to DKK 25.6 million in Q2 2025, and significantly improved free cash flow compared to Q1 this year, which was negative, with DKK 310 million.

Thomas Johansen: The group generated free cash flow of DKK 41.2 million in Q2 2026 compared to DKK 25.6 million in Q2 2025, and significantly improved free cash flow compared to Q1 this year, which was negative with DKK -310 million. The free cash flow in Q2 2026 was supported by the positive development compared to Q1 in net working capital. We have previously stated that the negative working capital that we saw in Q1 would be leveled out during the remainder of 2026, and the improvement in working capital in Q2 2026 illustrates that we are following that path. Days sales outstanding remained stable at 57 days in the quarter compared to 58 days in Q2 2025 and 57 days in Q1 2026. Cash conversion rate was 17.7% in Q2 compared to 32.6% in Q2 last year.

Speaker #2: The free cash flow in Q2 2026 was supported by the positive development in net working capital compared to Q1. We have previously stated that the negative working capital we saw in Q1 would be leveled out during the remainder of 2026, and the improvement in working capital in Q2 2026 illustrates that we are following that path.

Speaker #2: Days sales outstanding remained stable at 57 days in the quarter, compared to 58 days in Q2 2025, and 57 days in Q1 2026. Cash conversion rate was 17.7% in Q2, compared to 32.6% in Q2 last year.

Speaker #2: However, adjusted for the taxes paid on account, cash conversion rate was 18.9% in this quarter, compared to 14.6% in Q2 2025. Can we have the next slide, please?

Thomas Johansen: However, adjusted for the taxes paid on account, cash conversion rate was 18.9% in this quarter compared to 14.6% in Q2 2025. Can we have the next slide, please? Revenue visibility end of Q2 2026 for the group, excluding Netcompany Banking Services, amounts to DKK 6.8 billion, an improvement of 10.4% compared to Q2 2025, with an improvement in visibility in the public segment of more than 11.5% compared to last year. Revenue visibility for Netcompany Banking Services amounts to DKK 1.7 billion and is solely related to the private sector. Can we have the next slide, please? Based on revenue growth of 14.9%, of which 15.1 percentage point were organic for the first six months of 2026, and taking into account the current backlog and weighted pipeline, we raise our revenue guidance for 2026.

Speaker #2: Revenue visibility at the end of Q2 2026 for the group, excluding Netcompany Banking Services, amounts to DKK 6.8 billion, an improvement of 10.4% compared to Q2 2025, with an improvement in visibility in the public segment of more than 11.5% compared to last year.

Speaker #2: Revenue visibility for Netcompany Banking Services amounts to 1.7 billion and is solely related to the private sector. Can we have the next slide, please?

Speaker #2: Based on revenue growth of 14.9%, of which 15.1 percentage points were organic for the first six months of 2026, and taking into account the current backlog and weighted pipeline, we raise our revenue guidance for 2026.

Speaker #2: For the Group, excluding Netcompany Banking Services, revenue growth is now expected to be between 6.5% and 10.5%, which was previously between 5% and 10%.

Thomas Johansen: For the group, excluding Netcompany Banking Services, revenue growth is now expected to be between 6.5% and 10.5%, which was previously between 5% and 10%. Guidance for adjusted EBITDA margin, excluding Netcompany Banking Services, of between 17% and 20% is maintained. For the group, we raise revenue growth guidance for 2026 to be between 16% and 20.5%, which was previously between 15% and 20%, while maintaining adjusted EBITDA margin of between approximately 16% and approximately 19%, all in constant currencies. With that, the presentation of the financial performance is concluded, and we will open the call for the Q&A. If we move to the Q&A slide, please.

Speaker #2: Guidance for adjusted EBITDA margin, excluding Netcompany Banking Services, of between 17% and 20% is maintained. For the Group, we raise revenue growth guidance for 2026 to be between 16% and 20.5%, which was previously between 15% and 20%, while maintaining adjusted EBITDA margin of between approximately 16% and approximately 19%, all in constant currencies.

Speaker #2: With that, the presentation of the financial performance is concluded, and we will open the call for the Q&A. So, if we move to the Q&A slide, please.

Speaker #1: Thank you. To ask a question, please press *5 on your telephone keypad. If you wish to withdraw your question, press *5 again.

Operator: Thank you. To ask a question, please press *5 on your telephone keypad. If you wish to withdraw your questions, press *5 again. There will be a brief pause while questions are being registered. Our first question comes from the line of George Watt from Morgan Stanley. Please go ahead. Your line will now be unmuted.

Operator: Thank you. To ask a question, please press *5 on your telephone keypad. If you wish to withdraw your questions, press *5 again. There will be a brief pause while questions are being registered. Our first question comes from the line of George Webb from Morgan Stanley. Please go ahead. Your line will now be unmuted.

Speaker #1: There will be a brief pause while questions are being registered. Our first question comes from the line of George Webb from Morgan Stanley. Please go ahead.

Speaker #1: Your line will now be unmuted.

Speaker #2: You have my— Hey, morning guys. Yeah, a few questions from my side to kick off with. Starting off on the revenue growth side of things. Q2 was clearly very strong.

George Watt: Hey, morning, guys. A few questions from my side to kick off with. Starting off on the revenue growth side of things, Q2 was clearly very strong, organically at roughly 17%. I guess I find it a little curious that the full-year revenue visibility ex NBS didn't materially change between Q1 and Q2. I think it was about 10 in Q1, 10.5 in Q2. Why doesn't the revenue visibility tick up more strongly? When we think about even the upper end of the full-year guidance organically of 10.5%, how should we be thinking about the implied slowdown in H2, given that strong first half run rates? Secondly, on the margins into the second half, clearly you need a meaningful improvement on those to reach even the lower end of the range. I guess what gives you the kind of confidence that that's an achievable outcome at this stage?

George Webb: Hey, morning, guys. A few questions from my side to kick off with. Starting off on the revenue growth side of things, Q2 was clearly very strong, organically at roughly 17%. I guess I find it a little curious that the full-year revenue visibility ex NBS didn't materially change between Q1 and Q2. I think it was about 10 in Q1, 10.5 in Q2. Why doesn't the revenue visibility tick up more strongly? When we think about even the upper end of the full-year guidance organically of 10.5%, how should we be thinking about the implied slowdown in H2, given that strong first half run rates? Secondly, on the margins into the second half, clearly you need a meaningful improvement on those to reach even the lower end of the range. I guess what gives you the kind of confidence that that's an achievable outcome at this stage?

Speaker #2: Organically, roughly 17%. I guess I found it a little curious that the full-year revenue visibility for XNBS didn't materially change between Q1 and Q2. I think it was about 10 in Q1 and 10.5 in Q2.

Speaker #2: Why didn't the revenue visibility tick up more strongly? And when we think about even the upper end of the full-year guidance, organically, of 10.5%, how should we be thinking about the implied slowdown in H2, given the strong first half run rates?

Speaker #2: Secondly, on the margins into the second half, you clearly need a meaningful improvement on those to reach even the lower end of the range. I guess, what gives you the kind of confidence that that's an achievable outcome at this stage?

Speaker #2: And then just lastly, just a technical one. On the restructuring provision you booked in Q2, how much of that—close to 150 million—are you expecting to be cash out in 2026 versus in 2027?

George Watt: And then just lastly, it is a technical one. On the restructuring provision you booked in Q2, how much of that close to 150 million are you expecting to be cash out in 2026, versus in 2027? Thank you.

George Webb: And then just lastly, it is a technical one. On the restructuring provision you booked in Q2, how much of that close to 150 million are you expecting to be cash out in 2026, versus in 2027? Thank you.

Speaker #2: Thank you.

Speaker #3: Thanks, George, for the questions. And good morning to you also. When it comes to revenue growth and the revenue visibility for 2026, it's absolutely correct, as you say, that we continue to see strong visibility—10.4%, which is slightly above what we saw in Q1.

Thomas Johansen: Thanks, George, for the questions, and good morning to you also. When it comes to revenue growth and revenue visibility for 2026, it is absolutely correct, as you say, that we continue to see strong visibility, 10.4%, which is slightly above what we saw in Q1. We are looking into a H2 where comps are a little bit tougher. We continue to see strong demand for our services. We continue to see strong demand for our products and platforms. So we are confident that the revenue visibility gives us a good segue into delivering on our upgraded guidance. I will leave it at that. In terms of margins and in terms of the implied pickup in the H2, you are right that there is a pickup implied in the H2.

Speaker #3: We are looking into a second half where comps are a little bit tougher. We continue to see strong demand for our services. We continue to see strong demand for our products and platforms.

Speaker #3: So we're confident that the revenue visibility gives us a good segue into delivering on our upgraded guidance, and I'll leave it at that. In terms of margins, and in terms of the implied pickup in the second half, you are right that there is a pickup implied in the second half.

Speaker #3: The same was actually the case last year, where margin from H1 and then full year increased by 1.6 to 1.7 percentage points. So, we are seeing some impacts in the second half of the year.

Thomas Johansen: The same was actually the case last year, where margin from H1 and then full year increased by 1.6 or 1.7 percentage point. So we are seeing some impacts in the H2 of the year. If you look at the relative part of the revenue decomposition this year compared to last year, you will also note that the amount of licenses realized so far in 2026 is lower than it was in 2025. Clearly that will also have an impact in the H2, realizing increased licenses, of which we know that some are already booked. So a few bits and bobs up in there, but we feel comfortable that we will get into our guidance. When it comes to provision, we cannot really comment too much on the cash out on a quarterly basis.

Speaker #3: If you look at the relative part of revenue decomposition this year compared to last year, you'll also note that the amount of licenses realized so far in 2026 is lower than it was in 2025.

Speaker #3: And clearly, that will also have an impact in the second half, realizing increased licenses, of which we know that some are already booked. So, a few bits and bobs up and there, but we feel comfortable that we will get into our guidance.

Speaker #3: When it comes to provision, we cannot really comment too much. On the cash-out on a quarterly basis, all we can say is that we will realize those provision redundancies during the next 9 to 12 months, as stated in the announcement.

Thomas Johansen: All we can say is that we will realize those provisions redundancies during the next nine to 12 months, as stated in the announcement, and that will, of course, be through the course of the next three, four quarters. But I am not going to be able to give you a detailed cash out quarter by quarter.

Speaker #3: And that will, of course, be through the course of the next three, four quarters. But I'm not going to be able to give you a detailed cash-out quarter by quarter.

Speaker #2: Yeah, that's fine. And in terms of the agentic benefits and the coding tools that we talked about that kind of fueled the initial guidance raise of the year, I guess this restructuring provision is the way to unlock some of those savings.

George Watt: Yeah, that is fine. In terms of the agentic benefits and the coding tools that we talked about that kind of fueled the initial guidance raise of the year, I guess this restructuring provision is the way to unlock some of those savings. You are talking about those savings, fully run rating, more kind of H2 2027. Has your opinion on the amount of savings you expect to come through from that change changed at all with regards to the potential impact in 2026? Has it moved out to 2027, or I am trying to work out how you kind of think about those two things in kind of combination.

George Webb: Yeah, that is fine. In terms of the agentic benefits and the coding tools that we talked about that kind of fueled the initial guidance raise of the year, I guess this restructuring provision is the way to unlock some of those savings. You are talking about those savings, fully run rating, more kind of H2 2027. Has your opinion on the amount of savings you expect to come through from that change changed at all with regards to the potential impact in 2026? Has it moved out to 2027, or I am trying to work out how you kind of think about those two things in kind of combination.

Speaker #2: You're talking about those savings fully running more kind of second half of 2027. Has your opinion on the amount of savings you expect to come through from that change changed at all with regard to the potential impact in 2026?

Speaker #2: Has it moved out to 2027, or I'm trying to work out how you kind of think about those two things in kind of combination.

Speaker #3: Yeah, well, I'll start and then Andre will fill in. It's a complex question, and a relevant question, George. And there's a lot of moving parts when we talk about efficiencies.

Thomas Johansen: Well, I will start and then Andre will fill in. It is a complex question and a relevant question, George, and there is a lot of moving parts when we talk about efficiencies. We see a great opportunity to embed and to work with agentic AI. That means that we can continue to grow, and we will continue to grow. It also means that we will continue to recruit young talent, but it also means that we will shift a little bit around in terms of the overall distribution within the pyramid structure, so to speak. Whether the impact is going to be bigger or smaller than what we anticipated, I think we are all learning right now as to what is going on with agentic.

Speaker #3: We see great opportunity to embed and to work with agentic AI. That means we can continue to grow—and we will continue to grow. It also means that we will continue to recruit young talent, but it also means that we will shift a little bit around in terms of the overall distribution within the pyramid structure.

Speaker #3: So to speak, whether the impact is going to be bigger or smaller than what we anticipated, I think we're all learning right now as to what is going on with Agentic.

Speaker #3: And we're also learning some of the things that you, as a company like ours, need to be very adherent to in order to unlock all of that potential and not just shift it over to somebody else in terms of increased cost for compute and the like.

Thomas Johansen: We are also learning some of the things that you, as a company like ours, need to be very adherent to in order to unlock all of those potential and not just shift them over to somebody else, in terms of increased cost for compute and the likes, and that was what Andre mentioned in the beginning of his intro. I think it is probably worth a little more detail on that there, Andre.

Speaker #3: And that was what Andre mentioned at the beginning of his intro. But I think it's probably worth a little more detail on that, Andre.

Speaker #2: Yeah, but we see—I mean, the reason why we’re actually growing is because we’re coming in with very complex solutions to regulated industries, based on platforms and products, where customers really believe that it’s a reliable way to go forward.

André Rogaczewski: Yeah. The reason why we are actually growing is because we are coming in with very complex solutions to regulated industries based on platforms and products where customers really believe that it is a reliable way to go forward, and we will deliver at time and budget. More functionality is put into our products and platforms. We have a product and platform division now that it is actually a decent size, and it can produce a lot of platform facility features and product features. On top of that, we are using AI. I think when you look at the composition of our large engagements, many of them are fixed price. Customers really care about having delivered these things at time and at budget. We can do that by having more functionality dealt with in our product and platform division and using AI at a cost that is also controlled.

Speaker #2: And we will deliver on time and on budget. More functionality is being put into our products and platforms. We have a product and platform division now that is actually a decent size, and it can produce a lot of platform facility features and product features.

Speaker #2: And on top of that, we are using AI. So, I think when you look at the composition of our larger engagements, many of them are fixed price.

Speaker #2: Customers really care about having these things delivered on time and on budget. And we can do that by having more functionality dealt with in our product and platform division.

Speaker #2: And using AI at a cost that is also controlled, we are definitely at the moment probably one of the most leading companies when it comes to having local LLMs with fixed token price on our own infrastructure.

André Rogaczewski: We are definitely, at the moment, probably one of the most leading companies when it comes to having local LLMs with fixed token price on our own infrastructure. The demand is created twofold. One is, of course, the token price, the technical discussion right now. Token prices will definitely go up, but if you have your own infrastructure and you have your own LLMs, and you are using them for the purposes that you will be using them for, you can actually decide how much it is going to cost, and you can even fix that price for a longer period of time. So when it comes to using Feniks for all our employees, we know how much that is going to cost, and we know it is not going to go up, because we are in charge of that.

Speaker #2: Now, the demand is created twofold. One is, of course, the token price—the technical discussion right now—token prices will definitely go up. But if you have your own infrastructure and you have your own LLMs, and you're using them for the purposes that you will be using them for, you can actually decide how much it's going to cost.

Speaker #2: And you can even fix that price for a longer period of time. So, when it comes to using Phoenix for all our employees, we know how much that's going to cost, and we know it's not going to go up because we are in charge of that.

Speaker #2: Secondly, I think right now customers really don't care about what LLM it is. They care about the effect of it and how it's embedded into their systems.

André Rogaczewski: Secondly, I think right now, customers really do not care about what LLM it is. They care about the effect of it and how it is embedded into their systems. Again, using open source, open weight LLMs on own infrastructure, you can accommodate those demands in a very particular way. The most important thing for customers is to get there, not necessarily which LLM they use, and they want to stay independent, especially European customers. They do not want to use global LLMs where they do not know how much it is going to cost in 1 or 2 years' time. So that is the market we are in, and customers are really experiencing a great interest in that.

Speaker #2: And again, using open-source, open-weight LLMs on your own infrastructure, you can accommodate those demands in a very particular way. And the most important thing for customers is to get there, not necessarily which LLM they use.

Speaker #2: And they want to stay independent, especially European customers. They don't want to use global LLMs where they don't know how much it's going to cost in one or two years' time.

Speaker #2: So that's the market we're in, and customers are really experiencing—we're experiencing a great interest in that. That's helpful, thank you.

George Watt: That is helpful. Thank you.

George Webb: That is helpful. Thank you.

Speaker #1: Our next question comes from the line of Klaus Elmer from Nordea. Please go ahead. Your line will now be unmuted.

Operator: Our next question comes from the line of Klaus Elmer from Nordea. Please go ahead. Your line will now be unmuted.

Operator: Our next question comes from the line of Claus Almer from Nordea. Please go ahead. Your line will now be unmuted.

Speaker #3: Thank you. Yeah, also a few questions on my side. If we are looking more into these one-off costs, you're putting Q2, how should we try to translate that to savings in that part of 2027, 2028?

Klaus Elmer: Thank you. Yeah, also a few questions on my side. If we are looking more into these one-off costs you put in Q2, how should we try to translate that to savings in the latter part of 2027, 2028? What is the phasing? That would be the first question.

Claus Almer: Thank you. Yeah, also a few questions on my side. If we are looking more into these one-off costs you put in Q2, how should we try to translate that to savings in the latter part of 2027, 2028? What is the phasing? That would be the first question.

Speaker #3: And what is the phasing? That would be the first question.

Speaker #2: And thanks for that question, Klaus. And probably not surprising, we're not going to be able to give you any specific insight on a quarter-by-quarter basis, other than to say that we will see benefits throughout the stipulated period, which is the next 9 to 12 months.

Thomas Johansen: Thanks for that question, Klaus. Probably not surprising, we are not going to be able to give you any specific insight on a quarter-by-quarter basis other than say that we will see benefits throughout the stipulated period, which is the next 9 to 12 months.

Thomas Johansen: Thanks for that question, Claus. Probably not surprising, we are not going to be able to give you any specific insight on a quarter-by-quarter basis other than say that we will see benefits throughout the stipulated period, which is the next 9 to 12 months.

Speaker #3: Okay, it was worth trying, so maybe.

Klaus Elmer: Okay. It was worth trying.

Claus Almer: Okay. It was worth trying.

Thomas Johansen: Absolutely.

Speaker #2: Absolutely.

Klaus Elmer: In another way, so this. I hope it is not me who are doing the echo. Well, I guess this would be a number of FTE to leave the company. At the same time, you are still planning to grow your revenue. So how should we think about FTE moving forward? Will it be a growing number? Would they be declining? Yeah, that would be a follow-up question.

Claus Almer: In another way, so this. I hope it is not me who are doing the echo. Well, I guess this would be a number of FTE to leave the company. At the same time, you are still planning to grow your revenue. So how should we think about FTE moving forward? Will it be a growing number? Would they be declining? Yeah, that would be a follow-up question.

Speaker #3: In another way, so I hope it's not me who is causing the echo. Well, I guess this will mean a number of FTEs will have to leave the company.

Speaker #3: At the same time, you're still planning to grow your revenue. So, how should we think about FTE moving forward? Will it be a growing number?

Speaker #3: Will it be declining? Or, yeah, that will be a follow-up question.

Speaker #2: I mean, if you look at—historically—I mean, we've been doing this, or definitely to a smaller degree, the last two years, but every month we're doing it more and more.

André Rogaczewski: If you look at historically, we have been doing this, definitely to a smaller degree, the last 2 years, but every month we are doing it more and more. If you look at the revenue, it is going up. The number of employees is not going up in the same pace. We would definitely be able to deliver more per employee. At the same time, we do not see customers pressing or putting pressure on the prices because what we deliver are really complex solutions in regulated industries where competition. We beat competition both on quality, and we are also very competitive in price. What we are seeing at the moment is a slower growth in employees compared to a higher growth in revenue. I think that is a very, very positive development. Now, customers are also asking for additional services that we normally do not help them that much with.

Speaker #2: If you look at the revenue, it's going up. The number of employees is not going up at the same pace, so we would definitely be able to deliver more per employee.

Speaker #2: At the same time, we don't see customers pressing or putting pressure on our prices, because what we deliver are really complex solutions in regulated industries where competition—I mean, we beat competition both on quality, and we are also very competitive in price.

Speaker #2: So, I mean, what we're seeing at the moment is a slower growth in employees compared to a higher growth in revenue. And I think that's a very, very positive development.

Speaker #2: Now, customers are also asking for additional services that we normally don't help them that much with. It could be more industrial knowledge and how to go about it.

André Rogaczewski: It could be more industrial knowledge and how to go about it. We are also hiring people in new areas where the margin is quite good actually, and where customers are asking us for more services. It is very difficult to say exactly what is going to happen. When you look at the core of development or testing, for instance, one thing is absolutely certain. If you have a token cost and the tools that are competitive and you know exactly what the cost is for that, it will replace some of the cost associated with doing that manually.

Speaker #2: So, we are also hiring people in new areas where the margin is quite good, actually, and where customers are asking us for more services.

Speaker #2: So it's very difficult to say exactly what's going to happen. But when you look at the core of development or testing, for instance, one thing is absolutely certain.

Speaker #2: If you have a token cost and a tool that are competitive, and you know exactly what the cost is for that, it will replace some of the cost associated with doing that manually.

Speaker #2: And at the same time, if you can deliver even more complex solutions that were impossible to deliver in one or two years’ time, but took four, five, or six years’ time just two or three years ago, you are in a very, very competitive situation.

André Rogaczewski: At the same time, if you can deliver even more complex solutions that were impossible to deliver in 1 or 2 years' time, but took 4 or 5 or 6 years' time just 2, 3 years ago, you are in a very, very competitive situation, and that is why we are winning new customers. What I can tell you is we are definitely delivering more with fewer people, but we are growing at the same time, and the mix of our employees is also changing accordingly. I know it is a long answer, but it is a very positive development, and I think the industry is going to be divided probably into, as it always has happened over the times historically. Some companies will do this, and other companies will not, and they will probably stagnate more and not create that growth.

Speaker #2: And that's why we are winning new customers. So, what I can tell you is we're definitely delivering more with fewer people, but we're growing at the same time.

Speaker #2: And the mix of our employees is also changing accordingly. I know it's a long answer, but it's a very positive development. And I think the industry is going to be divided, probably, as it always has happened over time, historically.

Speaker #2: Some companies will do this, and other companies will not. And they will probably stagnate more and not create that growth. And I think the growth in itself just shows that we are on the right path here.

André Rogaczewski: I think the growth in itself just shows that we are on the right path here.

Speaker #3: Yeah, it makes a lot of sense. And maybe a different topic—maybe on the same topic, so to speak. Seventeen percent revenue growth was quite impressive.

Klaus Elmer: Yeah, it makes a lot of sense. Maybe a different topic on the same topic, so to speak. 17% revenue growth was quite impressive and full-year guidance growth is also rather impressive versus the peers. When we talk about AI-driven projects, both on the pipeline, but also in the growth you have delivered so far, is it possible to quantify any way how important has AI project already become?

Claus Almer: Yeah, it makes a lot of sense. Maybe a different topic on the same topic, so to speak. 17% revenue growth was quite impressive and full-year guidance growth is also rather impressive versus the peers. When we talk about AI-driven projects, both on the pipeline, but also in the growth you have delivered so far, is it possible to quantify any way how important has AI project already become?

Speaker #3: And the full-year guidance growth is also rather impressive. When we talk about AI-driven projects, both in the pipeline and also in the growth you have delivered so far, is it possible to quantify in any way how important AI projects have already become?

Speaker #2: Yes, it's important in two ways. One is, of course, to construct the actual solution as fast as possible, and the most reliable—that's Phoenix AI.

André Rogaczewski: Yes. It is important in two ways. One is, of course, to construct the actual solution as fast as possible, and the most reliable. That is Feniks AI. It is also important that the solution you construct, and this is where it gets really interesting, has hooks into AI engines that can process faster. So if you receive bookings if you are a transportation company or if you have cases that you need to administer and faster, you need hooks into an AI algorithm that can help you in a responsible way. These are built in our solutions, so you do not have to do that later. It is there, and it is part of our solutions. Without that, I would say we are having big difficulties in competing in the future. We have that built into our architecture. It is built into our platforms. It comes out of what we do.

Speaker #2: But it's also important that the solution you construct—and this is where it gets really interesting—has hooks into AI engines that can process faster.

Speaker #2: So if you receive bookings in your transportation company, or if you have cases that you need to administer faster, you need hooks into an AI algorithm that can help you in a responsible way.

Speaker #2: These are built-in in our solutions. So you don't have to do that later. It's there. And it's part of our solutions. And without that, I'd say you would be very we would be having big difficulties in competing in the future.

Speaker #2: And a lot of what we have is built into our architecture. It's built into our platforms. It comes out of what we do. It's born with it.

André Rogaczewski: It is born with it, and I think that is really differentiated, and it is extremely important.

Speaker #2: And I think that's a real differentiator, and it's extremely important.

Klaus Elmer: Sure. So I was more trying to figure out if you look at your, let us just say, the private sector in the pipeline, what is the magnitude of these large platform, IT infrastructure projects you are currently in discussion with the customers to move forward with?

Claus Almer: Sure. So I was more trying to figure out if you look at your, let us just say, the private sector in the pipeline, what is the magnitude of these large platform, IT infrastructure projects you are currently in discussion with the customers to move forward with?

Speaker #3: Sure. So, I’m almost more trying to figure out if you look at, let’s just say, the private sector. In the pipeline, what is the magnitude of these large platform IT infrastructure projects you are currently in discussion with the customers to move forward with?

Speaker #2: Okay, but I don't think we have many customers now where we don't have AI embedded into their solutions. It's more the rule than the exception.

André Rogaczewski: Okay. I do not think we have many customers now where we do not have AI embedded into their solutions.

Klaus Elmer: Yeah.

Claus Almer: Yeah.

André Rogaczewski: It is more the rule than the opposite.

Speaker #2: I can't—I mean, even if I look back over the last six months, I can't remember that we've had any talks with customers where AI was embedded or AI was not part of it.

Klaus Elmer: Yeah.

Claus Almer: Yeah.

André Rogaczewski: Even if I look back the last 6 months, I cannot remember we have had any talks with customers where embedded AI is not part of it.

Speaker #3: Okay. Thanks.

Klaus Elmer: Okay, thanks.

Claus Almer: Okay, thanks.

Speaker #1: Okay. Thanks.

Speaker #4: Our next question comes from the line of Mass Crisco from BNP Carnegie. Please go ahead. Your line will now be unmuted.

Operator: Our next question comes from the line of Mads Kristoff from BNP Carnegie. Please go ahead. Your line will now be unmuted.

Operator: Our next question comes from the line of Mads Quistgaard from BNP Carnegie. Please go ahead. Your line will now be unmuted.

Speaker #3: Yeah, thank you also. A couple of questions from my side, I will take them one by one. So, first, coming back to the implied margin guidance for H2.

Mads Kristoff: Yeah, thank you. Also, a couple of questions from my side. I will take them one by one. First, coming back to the implied margin guidance for H2. I understand there will be license fees, positive restructuring fees, and also the normal seasonality. What about the use of R&D capitalization in H2 and also on the synergies in NBS? Are you still targeting the 35% execution of synergies in NBS? How much have you realized so far this year?

Mads Quistgaard: Yeah, thank you. Also, a couple of questions from my side. I will take them one by one. First, coming back to the implied margin guidance for H2. I understand there will be license fees, positive restructuring fees, and also the normal seasonality. What about the use of R&D capitalization in H2 and also on the synergies in NBS? Are you still targeting the 35% execution of synergies in NBS? How much have you realized so far this year?

Speaker #3: So I understand there will be license fees, positive restructuring fees, and also the normal seasonality, but what about the use of R&D capitalization in H2 and also on the synergies in NBS?

Speaker #3: So, are you still targeting the 35% execution of synergies in NBS? And how much have you realized so far this year?

Speaker #2: Yeah, so if we start with—thanks for that, Mass—if we start with the synergies in NBS, that is progressing as we've said, to target.

Thomas Johansen: Well, thanks for that, Mads. If we start with the synergies in NBS, that is progressing as we've set to target. Whether we've agreed recently in Q1, Q2, Q3, Q4 is not so important for us, as long as we reach it throughout the year, and we don't really go too much detailed on the quarters. That is tracking according to plan. At the same time, it's also important for us to state that while we are realizing efficiency gains in NBS, we're also investing into that unit. We've hired a capable and very senior new CEO to the business, because we expect to be able to do more business. It's not a pure cost out, but the cost out that we have committed to, we stand committed to also for 2026 and 2027 and onwards. That is progressing according to plan.

Speaker #2: Now, whether we've been agreed recently in Q1, Q2, Q3, or Q4 is not so important for us, as long as we reach it throughout the year.

Speaker #2: And we don't really go into too much detail on the quarters, but that is tracking according to plan. At the same time, it's also important for us to state that while we are realizing efficiency gains in NBS, we're also investing into that unit.

Speaker #2: We've hired a capable and very senior new CEO to the business, because we expect to be able to do more business. So, it's not a pure cost-out, but the cost-out that we have committed to—we stand committed to that also for '26 and '27 and onwards.

Speaker #2: So, that is a progression according to plan. In terms of the impact on the implied guidance—correct, as I stated earlier, there will be more licenses to come.

Thomas Johansen: In terms of the impact on the implied guidance, correct. As I stated earlier, there will be more licenses to come. There will also be other benefits in the second half. In terms of the capitalization, we've seen that capitalization in Q2 increased compared to Q1. The reason for that is related mainly to a fairly large project that we do within Netcompany Banking Services, where we are developing a critical solution for the customers, that instead of being sold as a normal project where we would get revenue on an ongoing basis, is a project that we have agreed to develop a piece of software for, that we will then charge a license revenue in a 10-year period subsequently. That is the main pickup.

Speaker #2: There will also be other benefits in the second half. In terms of the capitalization, we've seen that capitalization in Q2 increased compared to Q1.

Speaker #2: And the reason for that is related mainly to a fairly large project that we do within Netcompany Banking Service, where we are developing a critical solution for the customers.

Speaker #2: Instead of being sold as a normal project where we would get revenue on an ongoing basis, this is a project where we have agreed to develop a piece of software for which we will then charge a license revenue over a 10-year period subsequently.

Speaker #2: So that is the main pickup, and that's also a little here and there, as I was alluding to with the product division unit that are doing new features and new solutions. So the run rate in Q2 is going to be more or less the run rate for the rest of the year.

Thomas Johansen: There is also a little here and there, as André was alluding to with the product division units that are doing new features and new solutions. The run rate in Q2 is going to be more or less run rate there for the rest of the year.

Speaker #3: Perfect. Thank you for that. Then maybe a question to you, Andrej. I think we've recently seen that Europe is considering including a 'buy European' criteria for public procurement.

Rachel Smith: Perfect. Thank you for that. Then maybe a question to you, André. I think we have recently seen Europe is considering to include a buy European criteria for public procurement. Is this the kind of initiative you think is needed to really get the Europe for Europe agenda moving and potentially also open up more opportunities for Netcompany and not least CU?

Mads Quistgaard: Perfect. Thank you for that. Then maybe a question to you, André. I think we have recently seen Europe is considering to include a buy European criteria for public procurement. Is this the kind of initiative you think is needed to really get the Europe for Europe agenda moving and potentially also open up more opportunities for Netcompany and not least CU?

Speaker #3: Is this the kind of initiative you think is needed to really get the 'For Europe' agenda moving, and potentially also open up more opportunities for Netcompany—and, not least, CU?

Speaker #2: Yes. I mean, the short answer is, of course—I mean, whatever you think about it politically, this is happening. So the big discussion in Europe right now is, especially when it comes to public procurement and hence also the spillover.

André Rogaczewski: Yes. The short answer is, of course, whatever you think about it politically, this is happening. The big discussion in Europe right now, especially when it comes to public procurement and hence also the spillover effect to private businesses and regulated industries, data, location, ownership, these things are definitely under discussion. I think we will see European regulation coming in on those areas, especially when it comes to society-critical systems, but also systems in regulated industries like financial industry. That is coming, and it is here, and it will definitely be very positive. You can say thing for us, since we are so Europeanly focused. What we are also seeing is an increasing interest, and is actually a spiking interest from European companies and European governments to invest into own hardware and putting in LLMs, open-source, open-weighted LLMs into own infrastructure.

Speaker #2: Effect to private businesses and regulated industries. Data location, ownership—these things are definitely under discussion. I think we'll see European regulation coming in on those areas, especially when it comes to society-critical systems, but also systems in regulated industries like the financial industries.

Speaker #2: So that is coming, and it's here, and it will definitely be very positive. Can you say something for us, since we are so Europeanly focused?

Speaker #2: And what we're also seeing is an increasing interest—and it's actually a spiking interest—from European companies and European governments to invest in their own hardware and to implement open-source, open-weighted LLMs into their own infrastructure.

Speaker #2: That is in order to control token cost and to build solutions that are under our own control. Now, we are leading when it comes to that part.

André Rogaczewski: That is in order to control token costs and to build solutions that are under own control. We are leading when it comes to that part, that is for sure. That is in many industries, because it is a common infrastructure we have under all our solutions. No doubt that, we can still help the customer if the customer comes and says, "Listen, we want to use Anthropic for something." It is not like we are saying, "Well, we do not want to talk to you at all." Because of course we will, and everyone has different opinions about what to do. But we have an infrastructure and an offering that will accommodate these European demands, and we are definitely leading in that part of the business.

Speaker #2: That's for sure, and that's in many industries because it's a common infrastructure we have under all our solutions. So no doubt that, I mean, we can still help the customer if the customer comes and says, "Listen, we want to use Anthropic for something." It's not like we're saying, "Well, we don't want to talk to you at all." Because we will, of course, and everyone has different opinions about what to do.

Speaker #2: But we have an infrastructure and an offering that will accommodate these European demands, and we are definitely leading in that part of the business.

Speaker #3: Perfect. Then, just my final question: Have you seen any updates on the European facility that is set to replace the RIF?

Rachel Smith: Perfect. Then just my final question is, have you seen any updates on the European facility which is set to replace the RRF?

Mads Quistgaard: Perfect. Then just my final question is, have you seen any updates on the European facility which is set to replace the RRF?

Thomas Johansen: Not any formal updates as of yet, Mads, but there are significant and continued discussions as we hear in terms of putting in a "RRF version 2". The numbers we hear is between 10 and 20 billion EUR, and the allocation to IT and digitalization between 10% and 20%. So another 1 to 3 billion-ish. We will see what about the timing and the likes, but the talks around it are consistent.

Speaker #2: Not any formal updates as of yet, Mass, but there are significant and continued discussions as we hear, in terms of putting in a, quote-unquote, RRF version two.

Speaker #2: And the numbers we hear are between €10 and €20 billion, and the allocation to IT and digitalization is between 10 and 20%. So, another €1 to €3 billion-ish.

Speaker #2: We'll see about the timing and the like, but the talks around it are consistent. So let's—

Speaker #3: Okay, perfect. Thank you.

Rachel Smith: Okay, perfect. Thank you.

Mads Quistgaard: Okay, perfect. Thank you.

Speaker #1: Our next question comes from the line of Ewa Joe from LCB. Please go ahead. Your line will now be unmuted.

Operator: Our next question comes from the line of Yiwei Zhou from LCB. Please go ahead. Your line will now be unmuted.

Operator: Our next question comes from the line of Yiwei Zhou from SEB. Please go ahead. Your line will now be unmuted.

Speaker #4: Hi. I think we're taking my question. Also, a couple of questions, and I'll do one at a time. Firstly, just one follow-up: the licensing in the second half—so, I know you have some licensing coming back to be received from the cycling team.

Yiwei Zhou: Hi, thanks for taking my question. Also a couple questions, and I'll do one at time. Firstly, just one follow-up. The licensing come in the H2. I know you have some licensing income expect to receive from the cycling team, and besides the, if I heard correctly, DKK 30 million in the H2 from them. What other products do you expect to also receive licensing income from that will be materializing?

Speaker #4: Besides the, if I understood correctly, 30 million in the second half from them, what other products do you expect to also receive licensing come from that would be maturing?

Speaker #2: Yeah, and thanks for that question, Wayne. I'm not going to be able to disclose what type of solutions we're selling to which clients, and hence I cannot give you an idea of what type of product platforms we are expecting to sell in the second half.

Thomas Johansen: Yeah. Thanks for that question, Wei. I am not going to be able to disclose what type of solutions we are selling to what clients, and hence I cannot give you an idea of what type of product platforms we are expecting to sell in the H2. What I can say is that it is firm materialized, and very late-stage in pipeline. So we feel comfortable that will materialize also over and above the PULSE license that we are selling to the Netcompany-Ineos Cycling Team.

Speaker #2: What I can say is that it's a firm, materialized, and very, very late-stage pipeline. So we feel comfortable that that will materialize also, over and above the Pulse license that we are.

Speaker #2: Selling to Netcompany in your cycling team.

Speaker #4: Okay, fair enough. And then, second question, also a follow-up on the MBS. I mean, we see the EBDA has shown a decline quarter over quarter for the last two quarters.

Yiwei Zhou: Okay, fair enough. Second question also follow up on the NBS. We see the EBITDA has been declined quarter-over-quarter over the last two quarters. Could you elaborate a bit on the trends? You have talked about the synergy materialize as planned. But why we haven't seen the EBITDA start to increase?

Speaker #4: Could you elaborate a bit on the trend? I mean, you have talked about the synergy materialized as planned. But why haven't we seen the EBDA start to increase?

Thomas Johansen: What we have committed and what we stand for is the full, when we are in the two, three year into the ownership, where we have said that we would see an improvement in margin due to reduce of cost. We stand committed to that. Now, we also want to make sure that we do things the right way, and that we create a Netcompany Banking Services that is here for the long run, and that will be able to compete and take market share. That is not done by following a very structured, have to take cost out at X per quarter, because otherwise we are one or two million behind. So there, sometimes things slip one quarter and the other. It might also be that we are spending more resources on various projects for preparation in one quarter, which will then benefit another quarter.

Speaker #2: What we've committed, and what we stand for, is the full—when we are in the two- to three-year period into the ownership—where we've said that we would see an improvement in margin due to reduced, of course.

Speaker #2: We stand committed to that. Now, we also want to make sure that we do things the right way and that we create a Netcompany banking service that is here for the long run, and that will be able to compete and take market share.

Speaker #2: And that is not done by following a very structured, 'have to take cost out at X per quarter,' because otherwise we are one or two million behind.

Speaker #2: So there are times when things slip in one quarter and impact another. It might also be that we are spending more resources on various projects for preparation in one quarter, which will then benefit another quarter.

Speaker #2: So, don't look too much at the quarterly development—this is my advice on NBS. Focus more on whether we are meeting our annual targets and if we are achieving what we've committed to over the three-year period.

Thomas Johansen: So don't look too much on the quarterly development is my advice on NPS, but more on are we meeting our annual targets, and are we meeting what we've said, committed throughout the 3-year period.

Speaker #4: Okay, thank you. Last question—I want to understand the Phoenix AI. What is your pricing strategy for this? Are you also looking to charge per token, or will it only be a fixed licensing income going forward?

Yiwei Zhou: Okay, thank you. Last question. I want to understand the Feniks AI. What is your pricing strategy for this? Are you also looking to charge token, and also if there will only be a fixed licensing come going forward?

Speaker #2: So Phoenix is being used by ourselves at the moment, and we know what the cost structure is. We are now launching it more commercially to be used with our customers and the developers and people at our customer sites.

André Rogaczewski: Feniks is being used by ourselves at the moment, and we know what the cost structure is. We are now launching it more commercially to be used with our customers and the developers and people at our customer site. We will be launching it in a differentiated price mix. Of course, we are in control of what the tokens are, and we can add to the tokens if we need to, and we will. So that's a part of the pricing model. But I can't go into more details about exactly how it's going to be structured. That can also vary from industry to industry, and it can also vary in terms of how big an engagement we have with the customer.

Speaker #2: We will be launching it with a differentiated price mix. And of course, we are in control of what the tokens are, and we can add to the tokens if we need to.

Speaker #2: And we will. So that's a part of the pricing model. But again, go into more detail about exactly how it's going to be structured.

Speaker #2: That can also vary from industry to industry, and it can also vary in terms of how big an engagement we have with the customer.

Yiwei Zhou: Okay.

André Rogaczewski: Unfortunately, I can't tell you more right now, but we will come back with more when it really reaches the market, for sure.

Speaker #2: Unfortunately, I can't tell you more right now, but we will come back with more when it really reaches the market, for sure.

Speaker #4: Okay, understood. Thank you. I'll jump back to the queue.

Yiwei Zhou: Okay, understood. Thank you. I will jump back to the queue.

Speaker #1: Thank you. Our next question comes from the line of Paul from Danske Bank. Please go ahead. Your line will now be unmuted.

Operator: Thank you. Our next question comes from the line of Poul Jessen from Danske Bank. Please go ahead. Your line will now be unmuted.

Poul Jessen: Yes, thank you. I also have a few questions. Just coming back to the special items from the 149. Just curious about, in the past, you have not made provisions for taking out capacity or people. It has been done ordinary through your reporting. What is different here? Are you closing down specific lines so that you can do a provision? Or what is the reason by doing it now, not just by doing your normal pyramid management?

Speaker #4: Yes, thank you. I have a few questions. Just coming back to the special items, the 149—just curious about, in the past you haven't made provisions for taking out capacity or people.

Speaker #4: It's been done ordinarily through your reporting. What's different here? Are you closing down specific lines so that you can do a provision, or what's the reason for doing it now, rather than just through your normal pyramid management?

Speaker #2: Yeah, I can start, and Audrey will fill in. We actually also did it last year in connection with the restructuring charge of DKK 352 million that we took on NBS.

Thomas Johansen: Yeah, I can start, and Andre will fill in. We actually also did it last year in connection with the restructuring charge of 352 million that we did on NBS. So in that aspect, it is not new. Clearly, the magnitude is of a size. But also, what is important here is that we are entering into a new era, as Andre was talking about, in terms of how we work. Therefore, we are taking the actions to be able to remedy for that going forward. So this is not something that we expect to be the new normal. But as of now, we find it prudent to do, and this will also allow us to continue to attract the talent that we need to continue to thrive and grow our business.

Speaker #2: So in that aspect, it's not new. Clearly, the magnitude is of a size, but also, what is important here is that we are entering into a new era, as Andre was talking about, in terms of how we work.

Speaker #2: Therefore, we are taking the actions to be able to remedy that going forward. So, this is not something that we expect to be the new normal, but as of now, we find it prudent to do so.

Speaker #2: And this will also allow us to continue to attract the talent that we need to thrive and grow our business.

Speaker #3: Yes, and you see it as a tool as well, because it will—I mean, we need to force ourselves, and it's actually happening in a very good way.

André Rogaczewski: Yes, and to see it as a tool as well, because it will We need to force ourselves, and it is actually happening in a very good way, to be less doing the traditional work when it comes to manual work and being maybe more doing the new types of services work where we know more about the verticals and the business. The solutions are definitely growing in complexity, in scale, and in number of integrations. So we will see, we will still hire a lot of talented young people. We still need a lot of technologists. We need the good ones, the best ones, but we will also hire people who know about the business verticals. I think the mix will change over time. Of course, that could also imply that we are doing organizational shift arounds, and this is a good tool.

Speaker #3: To be less doing the traditional work when it comes to the manual work, and maybe more doing the new types of services work, where we know more about the verticals and the business. The solutions are definitely growing in complexity and in scale, and in the number of integrations.

Speaker #3: So, as you will see, we will still hire a lot of talented young people. We still need a lot of technologists. We need the good ones—the best ones—but we will also hire people who know about the business verticals.

Speaker #3: I think the mix will change over time. And of course, that could also imply that we are doing organizational shifts around. And this is a good tool.

Speaker #3: We are just being prudent and making sure that we are ready to do that. As I said before, we are growing more than the market is growing.

André Rogaczewski: We are just being prudent and making sure that we are ready to do that. As I said before, we are growing more than the market is growing. We are taking market share. We are not growing as fast as number of employees as we are doing in the market. That is what we see now, and we will also be both courageous and do the right thing when it comes to having the right mix on our products in order to deliver in this changing time. But I do not see the lack of great people. I still see a lack of great people everywhere. What is happening right now is just more the manual parts, the more tiresome, not really interesting IT work being replaced by price-competitive algorithms. It is important you know what you are doing here, and I truly believe we do.

Speaker #3: We are taking market share. We are not growing as fast in number of employees as we are in the market. And that's what we see now.

Speaker #3: And we will also be both courageous and do the right thing when it comes to having the right mix in our products in order to deliver in this changing time.

Speaker #3: But I don't see the lack of great people. I mean, I still see a lack of great people everywhere. And what is happening right now is that the more manual parts, the more tiresome, not really interesting IT work is being replaced by price-competitive algorithms.

Speaker #3: It's important you know what you're doing here, and I truly believe we do.

Speaker #4: And the savings that you are heading for—should we see these as savings that will support margin in the future, or could we see that you would reinvest them into operations so the net impact is zero?

Poul Jessen: The savings that you are heading for, should we see these as savings that will support margin in the future, or could we see that you would reinvest them into operations so the net impact is zero?

André Rogaczewski: No, I think they will materialize in better margins at our projects, and we have delivered. We have built many of these things over the last two years. Feniks was introduced first time as a probe one and a half year ago already. So I think most of this is in place, and we are ready to yield the benefits. I said before, customers are not paying less for their solutions. They just want them delivered faster and in a more reliable way, in a modern way. But they are not paying less. On the contrary, they want more. So I think we are in a very good position to get the best benefits out of this.

Speaker #3: No, I think they will materialize in better margins at our projects. And we have delivered. We have built many of these things over the last two years.

Speaker #3: Phoenix was introduced for the first time about one and a half years ago already. So I think most of this is in place, and we are ready to yield the benefits.

Speaker #3: As I said before, customers are not paying less for their solutions. They just want them delivered faster and in a more reliable, modern way.

Speaker #3: But they're not paying less. On the contrary, they want more. That's why I think we're in a very good position to get the best benefits out of this.

Speaker #4: Then, on the top line, on NBS, you've grown tenet 12% in Q1 and Q2. Is it new clients coming on board, or is it existing clients who are purchasing these services, or is it just because you had soft comps last year?

Poul Jessen: Then on the top line on NBS, you have grown 10% and 12% in Q1 and Q2. Is it new clients coming on board, or is it existing clients who are purchasing these services, or is it just because it was a soft comp you had last year?

Thomas Johansen: Existing clients. Let's talk about it. It is existing clients, Paul. There is a lot of potential new projects going on with that client base. Then, of course, we also, at one point in time, want to extend that to new clients. But the growth as it is now is with the existing client base.

Speaker #2: Existing clients were talked about a year ago. It's existing clients, Paul. And then there's a lot of potential new projects going on with that client base.

Speaker #2: And then, of course, we also, at one point in time, want to extend that to new clients. But the growth as it is now is with the existing client base.

Speaker #4: Okay. And then the final one: we had a new government and elections in the spring. We had a summer. Have you seen execution on the government pipeline starting to turn into contracts, or has there not been any negative impact here at all?

Poul Jessen: Okay. Then the final one, we will have a new government and elections in the spring. We had a summer. Have you seen execution on the government pipeline starting to turn into contracts, or has there not been any negative impact here at all?

André Rogaczewski: We had an election, then we had a long period of time not having a government. But the government has definitely set up a course with much more digitization, and we are seeing a pickup in the public sector of that. Yes, it has been a slow H1, but we expect it to pick up over the H2.

Speaker #3: We definitely had a—we had a long election. Well, we had an election, and then we had a long period of time not having a government.

Speaker #3: But the government has definitely set out a course with much more digitization, and we are seeing a pickup in the public sector of that.

Speaker #3: So yes, it's been a slow first half-year. But we expect it to pick up over the second half-year.

Speaker #4: Yeah, but is that already in Q3, or is it a Q4 event that we should expect all the signatures on the contract?

Poul Jessen: Is that already in Q3, or is it a Q4 event that we should expect all the signatures on the contract?

Speaker #2: During the second half, or without being specific, huh? So, during the second half.

Thomas Johansen: During H2, without being specific. So during H2.

Speaker #3: It's always difficult with government.

André Rogaczewski: It's always difficult with government.

Speaker #4: Okay. Thank you.

Poul Jessen: Okay. Thank you.

Speaker #1: Thank you. As no one else has lined up for questions on this call, I will hand it back to CEO Andre Rogaczewski for concluding remarks.

Operator: Thank you. As no one else has lined up for questions in this call, I will hand it back to CEO, André Rogaczewski, for concluding remarks. Andre, you may begin.

Speaker #1: Andre, you begin again.

Speaker #3: Thank you all for joining in, and have a wonderful day.

André Rogaczewski: Thank you all for joining in, and have a wonderful day.

[Company Representative] (Vast Conference): Conference recording stop.

Operator: Conference recording stop.

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