Nekkar Asa · OSL:NKR
Nekkar Asa — Investor Day (November 2025)
87 slides from Nekkar Asa's investor day presentation, Nov 13, 2025
Slide 1: Shaping the future of ocean industries
Shaping the future of ocean industries Nekkar is a long-term owner of technology companies within ocean-based industries. The company invests along structural megatrends such as sustainable oceans, robotics and intelligent logistics, and digitalisation. With a 50-year industrial legacy from Syncroli
Slide 2: Disclaimer
Disclaimer By reading this company presentation (the “Presentation”), or attending any meeting or oral presentation held in relation thereto, you (the “Recipient”) agree to be bound by the following terms, conditions and limitations. The Presentation has been produced by Nekkar ASA (the “Company”) f
Slide 3: Agenda Capital Markets Day
About Agenda Capital Markets day 60 min Nekkar 09:15-10:15 Short break 15 min 45 min Syncrolift deep dive by Rolf-Atle Tomassen 10:30-11:15 30 min Lunch 11:15-11:45 45 min Syncrolift demo 11:45-12:30 45 min FiiZK deep dive by Jan Erik Kvingedal 12:30-13:15 45 min Other Operating companies update 13:
Slide 4: Today's presenters
About People Today’s presenters Ole Falk Petter Jan Erik Rolf-Atle Tomassen Hansen Brøvig Kvingedal CEO Syncrolift CEO Nekkar Strategy Nekkar CEO FiiZK Company representatives Håkon Fabian Nils Per Christian Berg Qvist Rolland Olsen Board chair Nekkar Board member Nekkar COO Syncrolift IR Nekkar 4
Slide 5: Engineering growth, shaping the future
About Engineering growth, Who we are Shaping the future Nekkar is a long-term Diversified exposure Disciplined growth Key facts owner of technology across four end-markets through a buy-to-own companies within ocean- model based industries Nekkar drives innovation in defence, Combining a strong bala
Slide 6: 50 years of industrial heritage
About 50 years of industrial heritage Our history 1966 2015 2019 Today Divestment to Total Transportation Systems was Syncrolift was acquired in 2015 and A major part of the company’s Nekkar develops into an industrial founded. TTS became a leading heavy-lift activities was sold to MacGregor, and lo
Slide 7: Operating companies
About Operating companies Operating company Associated company Our companies Syncrolift Intellilift Globetech 58% of Nekkar revenue in 2024 5% of Nekkar revenue in 2024 11% of Nekkar revenue in 2024 Market-leading provider of shiplifts and ship Industrial software solutions provider that digitalizes
Slide 8: Focus on four end-markets
About Focus on four end-markets Market diversification Diversified exposure Defence Aquaculture across four end-markets Percentages refer to share of pro-forma revenue 2024 including FiiZK and Globetech full year Maritime 35% Defence 33% Maritime Offshore energy Aquaculture 19% Offshore energy 13% 8
Slide 9: Industrial long-term owner of ocean-based technology companies
Strategy Industrial long-term owner of ocean-based technology companies Our strategy Thematic investing in Buy-to-own model with Autonomous operating Profitability and cash ocean-based tech industrial discipline companies flow as growth foundations Nekkar leverages domain knowledge Nekkar acquirers
Slide 10: Thematic investing in ocean-based technology
Strategy Thematic investing in ocean-based technology Megatrends Sustainable Robotics & Digital oceans intelligent logistics The world depends on healthier, more Automation is transforming how Digitalization is redefining productive oceans industries operate productivity. From simulation and digital
Slide 11: Buy-to-own with industrial discipline
Strategy Buy-to-own with industrial discipline Long-term value creation Domain expertise and Active ownership and scaling competence long-term perspective Hands-on ownership approach rooted in operational Partner closely with management teams to drive growth experience. Focus on improving performanc
Slide 12: Decentralized structure promoting autonomy and agility
Strategy Decentralized structure promoting autonomy and agility Operating model Nekkar is organized with individual operating CEO companies with separate P&Ls to preserve entrepreneurial spirit and local decision-making Operational Finance development Leveraging group-wide expertise while maintainin
Slide 13: Profitability and cash flow as growth foundations
Strategy Profitability and cash flow as growth foundations Ownership agenda Ownership agenda • Set governance model Establish • Develop strategy and growth plan including KPIs • Ensure empowered management team is in place and operational foundation • Implement incentive programs for each operating
Slide 14: Executing the ownership agenda
Strategy Executing the ownership agenda Ownership agenda Frequency Event Agenda • Long-term vision and strategic goals Every 3 years Strategy plan and target setting • Market analysis and priorities • Roadmap and target setting • Year in review Strategic review • strategic priorities for next year •
Slide 15: Value adding activities
Strategy Value adding activities Ownership agenda Nekkar’s contribution People and leadership Market & Customers • Support in recruitment of key roles and strengthening • Introductions to relevant customers and partners across management teams the group We support management and help • Access to rel
Slide 16: 2 BNOK in revenues by 2027
2027 Ambition 2 BNOK in revenues by 2027 Our ambition MNOK revenue, 2027 ambition 2027 targets Today 2 000+ 6-8 platform companies 5 companies Strategic and balanced portfolio with Concentrated revenue 838 generation multiple companies of comparable size 575 1,500 Solid underlying operations Focus o
Slide 17: Capital allocation
Capital allocation Capital allocation Disciplined investments Organic & inorganic CAPEX Share buybacks Gearing investments Nekkar will invest in opportunities Operating companies will invest in Nekkar has a mandate from the Nekkar views debt as part of its that support execution of its 2027 CAPEX (f
Slide 18: Actively seeking new companies within our thematic focus
M&A Actively seeking new companies within our thematic focus Investment criteria Characteristics of a Nekkar Profitable and scalable Strong market position Active ownership company potential We look for companies with robust, 50-400 MNOK in revenues Differentiated product or service Opportunity for
Slide 19: How Nekkar differs from other buyers
M&A How Nekkar differs from other buyers Why partner with Nekkar Financial Strategic buyers buyers Cultural Can create pressure and Company keeps its Risk of losing company fit cultural shift identity identity Ownership 3-5 years, Long-term Full integration horizon exit driven owner into group Drive
Slide 20: Deal competitive based on total offering over highest bid
M&A Deal competitive based on total offering over highest bid Case study Globetech Acquisition target X Won on total offering in 2024 Lost on price in 2025 • Continuation of founders’ vision and culture • Nekkar not competitive on price against foreign financial buyer • Employee base retained and mo
Slide 21: Overview of current deal flow
M&A Overview of current deal flow Pipeline Early-stage • Nekkar maintains and monitors a longlist of 3000+ companies from screening and inbound channels Longlist 3 000+ Deal sourcing • Of which, ~100 companies have been shortlisted and contacted Shortlist 106 Terms & • Ongoing term sheet negotiation
Slide 22: nekkar.com
AY NEKKAR nekkar.com
Slide 23: Rolf-Atle Tomassen, Managing Director, Syncrolift
Rolf-Atle Tomassen Managing Director, Syncrolift Nekkar Capital Markets Day 2025
Slide 24: Syncrolift in brief
Syncrolift in brief ~60% Market leader Syncrolift has won ~60% of all shiplift new build contracts between 2012 and today Market share, 2012- For Ship Transfer Systems, Syncrolift Market share is 70% 200+ Installed Base Established in, 1966 Syncrolift AS has built extensive experience delivering saf
Slide 25: Our strategy
Our strategy Strengthen Grow lifecycle & Continuous global leadership installed base revenues improvement Expand total supplier position and maintain global Increase service penetration across the 200+ system Strengthening our core delivery capabilities leadership in shiplift and transfer systems th
Slide 26: Syncrolift maintains a leading position in global awards
Syncrolift maintains a leading position in global awards Global shiplift contracts awarded highlights market cyclicality, 2012-2025 Syncrolift Competition 7 42 6 3 5 57% 3 4 4 4 3 3 4 2 2 3 1 2 2 2 4 3 1 1 3 43% 2 2 2 2 No No No Awards 1 1 awards 1 1 awards YTD 0 0 Total shiplift contracts, 2012 201
Slide 27: Strong track-record of growth combined with robust margins
Strong track-record of growth combined with robust margins Revenue Service MNOK MNOK Service revenue Share of revenue 103 96 515 88 469 492 68 383 343 327 46 254 34 31% 27 18% 17% 20% 11% 10% 10% 2019 2020 2021 2022 2023 2024 Q3 25 LTM 2019 2020 2021 2022 2023 2024 Q3 25 LTM EBITDA Order backlog MNO
Slide 28: History: A pioneering market leader
History A pioneering market leader 2025 Launched Syncrolift Innovation Center dedicated to developing, testing, and demonstrating tomorrow’s solutions 2025 First and only shiplift provider recognized as Approved Service Supplier by Lloyds Register 2022 Syncrolift establishes a Global Service network
Slide 29: Committed to customers world wide
Committed to customers world wide
Slide 30: Our mission - improve docking efficiency
Our mission - improve docking efficiency End-to-end Solution provider • Shiplifts and slipways • Fast docking configurations enabling multiple simultaneous dockings Vertical lifting systems • Rail-based transfer systems • FlexTrolley for increased layout flexibility Horizontal transfer • Integration
Slide 31: Making shipyards more flexible and profitable
Making shipyards more flexible and profitable Traditional dry dock Yard with Syncrolift Value proposition Faster Increased yard Higher ROI docking capacity for yard owner Shiplifts are increasingly replacing traditional docks. A shiplift enables “volume docking” — allowing 3 to 50 vessels to be serv
Slide 32: Differentiated by end-to-end solution, safety, and global service network
Differentiated by end-to-end solution, safety, and global service network Capability What customers value End-to-end solution Only complete provider of horizontal and vertical ship handling solutions provider Engineering expertise Ability to design and deliver complex, tailored yard solutions Safety
Slide 33: A market benefiting from structural tailwinds
A market benefiting from structural tailwinds 1. A large installed base (>200 systems) generating upgrade and lifecycle demand 2. Attractive economics for yard operators Shiplifts enable simultaneous docking and higher utilization of land and assets 3. Geopolitical environment driving naval investme
Slide 34: Demand across three core segments
Demand across three core segments Market cycles vary across segments. Naval yards typically increase investments during periods of geopolitical uncertainty, commercial yards follow broader market cycles, while the mega-yacht segment is less sensitive to economic fluctuations. Segment Customer type C
Slide 35: A leading naval supplier
A leading naval supplier Syncrolift is the the only shiplift manufacturer with experience from providing total solutions for submarine handling Naval segments Navy Surface Vessels Navy Submarines Service & maintenance bases Select navy clients Key customer can include direct navy clients, specialize
Slide 36: Pursuing distinct market strategies per region
Pursuing distinct market strategies per region, building hubs in Norway, Dubai, Singapore, and India Pipeline Region Priority Market presence Projects Local presence with sales and technical Middle East High personell Serve from Norway Europe High Launched Syncrolift Innovation Centre Permanent mark
Slide 37: Competitive overview
Competitive overview The shiplift and transfer system market is concentrated, with few credible global suppliers Player Profile Typical strengths Geographic focus Design and engineering, End-to-end Global market leader solution provider, safety, reliability, Global lifecycle support, global presence
Slide 38: Syncrolift's market leadership
Syncrolift’s market leadership Syncrolift has delivered 18 of the top 20 operational shiplifts globally, Sorted by capacity Name Year Capacity - Tons OEM ABG, India 2015 34,475 Syncrolift NOSCO, Vietnam 2010 34,220 Syncrolift Indian Navy Vizag 2018 33,650 Syncrolift Volkswerft Stralsund 2005 30,000
Slide 39: Backlog & tender pipeline
Backlog & tender pipeline Syncrolift order backlog by execution year1 Tender pipeline, newbuild/upgrades by year of contract award1 MNOK Per 30.09.2025 MNOK Per 13.11.2025 7.000 577 277 3.500 300 3.500 2025/26 2027--> Total 2025/26 2027+-> Total 1 Execution period and timing of contract awards may b
Slide 40: Sales and tendering model
Sales and tendering model Sales cycles vary by segment: 24–48 months (Naval) vs. 12–24 months (Commercial) Key Drivers of Timeline: • Project funding and prioritization • Site conditions and project complexity 2. Consulting phase Support in defining requirements and 4. Evaluation & Clarifications la
Slide 41: Business model
Business model MNOK Project-based business modelExample customer with recurring service and lifecycle revenues Undisclosed Syncrolift project Project 15-year Service Potential: sale agreement Renewed service agreement Shiplift upgrade 3.500 Shiplift sale Service Spares Upgrades Year 15 Service Spare
Slide 42: Project size and timeline varies with scope and complexity
Project size and timeline varies with scope and complexity Project Typical value range Shiplift new build 10-20 MUSD Shiplift upgrade 5-15 MUSD Transfer system 10-20 MUSD 42
Slide 43: Attractive cash profile with up-front payments and limited capex
Attractive cash profile with up-front payments, negative working capital and limited capex requirements New build project with typical payment milestones and cash profile Undisclosed Syncrolift project Contract Design Factory acceptance test Place purchase order + shipment Commissioning signing comp
Slide 44: Scalable delivery model
Scalable delivery model Engineering-led model with modular designs and outsourced manufacturing, ensuring scalable, high-quality global delivery Project Service & Design & Production & Installation / Stage Sales management & operational Engineering Assembly Commissioning Procurement support The inst
Slide 45: Service & aftermarket drives recurring revenue
Service & aftermarket drives recurring revenue, strengthens retention, and mitigates newbuild cyclicality Service and aftermarket revenues MNOK Lifetime partnership Pro-active lifecycle Guaranteed management service Inspection 103 agreements 96 Spares 90 Reactive service 68 46 34 31% 27 20% 18% 18%
Slide 46: Innovation Center – Our innovation engine to stay ahead
Innovation Center – Our innovation engine to stay ahead Our approach: 1. Demonstration & Training for Customers We prove concepts and build competence • Validate solutions with customers • Train operators for correct and safe use • Build trust/loyalty and internal know-how Syncrolift 2. Productivity
Slide 47: A Glimpse into Our Ongoing Innovation Work
A Glimpse into Our Ongoing Innovation Work Sensors and monitoring FlexTrolley SafeWireSensor Wheel Load Sensor Enables Docking of Ships AnyWhere on the Site Predictive Maintenance Predictive Maintenance Increases utilisation of available Docking area Predicts wear and safety risks Monitors load dist
Slide 48: Demonstration and training at Syncrolift innovation centre
Demonstration and training at Syncrolift innovation centre Where customers learn, test, and experience Syncrolift solutions in action Tech assembly zone Hands-on space for prototyping and testing of new solutions Syncrolift experience A live indoor shiplift & transfer system for real-world demonstra
Slide 49: Focused priorities to strengthen our market leadership
Focused priorities to strengthen our market leadership and shape Syncrolift’s next phase of growth Strengthen Grow lifecycle & Continuous global leadership installed base revenues improvement Expand total supplier position and maintain global Increase service penetration across the 200+ system Stren
Slide 50: Ownership view
Ownership view 1. #1 Global leader in shiplift and transfer systems with ~60% share of awarded contracts (2012-) 2. Mission-critical infrastructure provider to naval, commercial, and mega-yacht shipyards 3. Asset-light operating model with cash-positive project execution and limited CAPEX requiremen
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Slide 52: nekkar.com
AY NEKKAR nekkar.com
Slide 53: FiiZK: A leader in closed containment systems
FiiZK A leader in closed containment systems Presented by Jan Erik Kvingedal, CEO
Slide 54: The demand for salmon is outgrowing supply
The demand for salmon is outgrowing supply Demand growth historically and going forward is driven by strong underlying drivers, such as: A growing global population required more Population Growth food. Population growth estimated at 1% ~8% annually towards 2050. Annual growth rate Consumers increas
Slide 55: Ongoing biological challenges increase health-cost
As the industry face ongoing biological challenges, health-cost continues to increase Biology cost has grown from 5% to 20% of total cost… …With a CAGR of 15.7% vs. 7% for total costs per kg MORE DELOUSING: Fish resistance has forced introduction of expensive delousing 50 % 1 methods, such as mechan
Slide 56: Fish welfare metrics expected to drive future regulations
A growing focus on fish welfare metrics are expected to be a driver of future regulations A recent government white paper, targeting 2027-2029 for implementation, aims to Current regulations driven by two factors: broaden KPIs for fish welfare: LICE LEVELS: LICE LEVELS: Lice level requiring treatmen
Slide 57: New regulations expected to drive growth in alternative production methods
New regulations expected to drive future growth in alternative production methods (…and restrictions in conventional growth) Open pen Submerged Closed containment Offshore Landbased Post-Smolt The traditional way of The cage is installed on Fully encapsulated Offshore farms are Grow-out farming on l
Slide 58: Closed containment solves key challenges and addresses future regulation
Closed containment solutions in sea solves key challenges and addresses future regulation drivers FISH WELFARE Increased fish welfare leading to improved biological resistance, superior growth and quality RISK OF ESCAPE PREDATOR ATTACKS Reduced risk of escape with double protection (bag and net) Red
Slide 59: Closed containment systems with key advantages to other production methods
Closed containment systems with key advantages to other production methods Vs. Open pens Vs. Submerged Vs. Offshore Vs. Landbased Closed containment systems: Closed containment systems: Closed containment systems: Closed containment systems: Isolates the fish to avoid lice issues Has fully seale
Slide 60: Closed production has been on the post-smolt business case
So far, closed production has been on the post-smolt business case Smolt facility Protectus closed Open fish pens Processing facility containment system Traditional Open cages: 16-18 months production time fish farming 100 g smolt → 4-5 kg → harvest Post-smolt Closed system: 9 months Open system: 9
Slide 61: Newly implemented «Miljøflex» incentive scheme drives short term growth
Newly implemented «Miljøflex» incentive scheme drives short term growth Context RED LIGHT: PA’s1 has their MAB reduced by 6% • Norway’s Traffic Light System regulates salmon farming capacity based on environmental impact (mainly sea lice) • Farms in red zones must reduce biomass, green zones can exp
Slide 62: The scheme enables redeployment of reduced MAB
The scheme enables redeployment of reduced MAB Lost MAB by farmer Figure in tonnes 14,005 28,272 6,099 8,168 Mowi Lerøy Other Total potential Across Production Areas 3 through 5 which currently have a red-light designation, Mowi has the largest estimated loss of MAB tonnes of the salmon producers wi
Slide 63: In 2014, FiiZK first launched its closed containment solution
In 2014, FiiZK first launched its solution for closed containment production in the ocean… Controls Objective: Real-time monitoring and automated regulation of water environment and facility operations. Design: Integrated sensor network (O₂, turbidity, flow, temperature) + SCADA-style control system
Slide 64: Solution continuously improved while keeping its DNA
…and since then the FiiZK solution has been continuously improved while keeping its DNA Name Certus Ecomerden Protectus Vintage 2018 – 2022 2019 – 2022 2024-> # of deliveries 15 3 2 # of fish / tonnes 400 000 fish / 400 tonnes biomass 800 000 fish / 900 tonnes 1.000.000 fish / 1140 tonnes biomass CB
Slide 65: Documented results through 10+ years
…with documented results through 10+ years 24 closed systems delivered 2014: Nekton Havbruk 2016: Bolaks 2018: Cermaq 80+ production cycles 30 M+ postsmolt 2019: Nekton Havbruk 2020: Cermaq Canada 2021: Mowi Zero lice treatments Zero escapes 2021: Sinkaberg 5x 2022: Mowi 2x 2025: Mowi 2x Sustainable
Slide 66: FiiZK has delivered more closed containment systems than competitors
FiiZK has delivered more closed containment systems than all other competitors 28 4 24 6 6 5 3 4 4 4 6 3 1 4 3 1 1 1 3 2 3 1 FiiZK Ovum / Egget Aquatraz Fishglobe Aquafarm Merdslippen Watermoon Bauta fishfarms Scale Marine Donut Awarded Installed Source: FiiZK estimates on closed containment system
Slide 67: Leading competitive supplier with proven track record
FiiZKs solution the leading competitive supplier with proven track record Suppliers of closed containtment systems Investment/Production Volume MNOK/ M3 25 7 6 2x FiiZK Investment/ volume 5 4 FiiZK Protectus 2024-> 3 Non-commercially proven and high 2 uncertainty on cost estimates FiiZK Certus 1 Fii
Slide 68: Awarded 4 new Protectus closed containment systems
Awarded 4 new Protectus closed containment systems Award Timeline Leading position Customer: leading Norwegian fish Delivery in two series through end The award aligns with the new farmer of 2026 and start of 2027 “Miljøfleksordningen” incentives for closed systems in red zones, Post quarter-end, Fi
Slide 69: Postsmolt productivity is key pillar in Mowi's growth strategy
Increased productivity by postsmolt is key pillar in Mowi’s growth strategy Results in open sea pens from post-smolt productivity: Reduced time in net pens at sea 40% fewer lice treatments Improved survival Improved fish welfare Improved productivity Source: Interview w/CFO C.Ellingsen in
Slide 70: Mowi has achieved notable results with FiiZK closed systems
Mowi has achieved notable results with 3x closed systems from FiiZK already in operation for several years Through post-smolt production in closed containment from FiiZK, Mowi has achieved: 950g postsmolt 8 months growth-cycle in open pens, indicating a healthy post-smolt salmon Slaughter at 5
Slide 71: FiiZK is now delivering 2x Protectus systems for Mowi Slåttenes
FiiZK is now delivering 2x Protectus systems for Mowi Slåttenes location • Order for FiiZK one year ago for 2x Protectus to a leading Norwegian fish farmer • The two Protectus systems are currently being PR2 installed at Mowi Region South’s farm site Slåttenes – all major components finalized and PR
Slide 72: Scalable delivery model with large parts of production outsourced
Scalable delivery model with large parts of production outsourced A total product delivery where production is largely outsourced except for bags and controls. Assembly and aftermarket executed by FiiZK. Project Service & Design & Production & Installation / Stage Sales management & operational Engi
Slide 73: A full lifecycle approach to support and service work
A full lifecycle approach to support and service work Training and Live monitoring of 24/7 response Scheduled data Regular Data optimization certification each facility function feedback inspections The customer site is connected to our FiiZK representatives service centre to will hold weekly ensure
Slide 74: Ownership agenda
Ownership agenda 1. Solidify FiiZK’s leading position as nr. 1 supplier of closed containment system through deliveries and optimization of cost and solution 2. Scale company and its organization to handle the expected demand ahead, both short- and longer term 3. Continuously build up support for cu
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Slide 76: Shaping the future of ocean industries
Shaping the future of ocean industries Nekkar is a long-term owner of technology companies within ocean-based industries. The company invests along structural megatrends such as sustainable oceans, robotics and intelligent logistics, and digitalisation. With a 50-year industrial legacy from Syncroli
Slide 77: Operating companies: Globetech
Operating companies Globetech provides IT and cybersecurity solutions for Employees Ownership Head office Manager Est ships and the global maritime industry 31 67% Kristiansand, NO Hans Eirik Onarheim 2011 Revenue & EBITDA %, MNOK Market & Sales 21 28 27 25 23 • Acquired Firstpoint, a maritime IT pr
Slide 78: Business model
Operating companies Business model Key customers Products & Services Customer example – New build IWS Seawalker • Vessel owners • ICT operations as a service • Ship management companies • Cybersecurity services • IT and OT hardware reseller • Software reseller • Installations and service Project sal
Slide 79: Nekkar's ownership agenda for Globetech
Operating companies Nekkar’s ownership agenda for Globetech 1. Strategy execution 2. Support team development • Back ambition to be a leading maritime ICT provider • Executive sales lead hired • Enable shift towards ICT-as-a-Service and higher • New key hires in tech, finance, and operations dept. r
Slide 80: Operating companies: Techano Oceanlift
Operating companies Lifting and load handling equipment for use in offshore, Employees Ownership Head office Manager Est maritime, and aquaculture 19 90% Kristiansand, NO Nils Stray 2023 Revenue & EBITDA %, MNOK Market & Sales • Continues to tender for a “handful” of solid leads within renewable, su
Slide 81: AHC crane projects progressing well
Operating companies AHC crane projects progressing well Project Engineering Fabrication Assembly & testing Delivery & commissioning phase Eidesvik 150 t repeat Hercules 70 t crane Eidesvik 150 t crane Agalas 70 t crane Delivery: Q4 2026 Delivery: July 26 Delivery: Feb 26 Delivery: Dec 25 Ongoing: We
Slide 82: Nekkar's ownership agenda for Techano Oceanlift
Operating companies Nekkar’s ownership agenda for Techano Oceanlift 1. Execute ongoing project backlog and support customer in operations • Secure delivery and successful launch of market entry projects in the coming months • Provide ongoing operational support to customers via aftermarket services
Slide 83: Operating companies: Intellilift
Operating companies Leading provider of software, automation, and control Employees Ownership Head office Manager Est systems for drilling and maritime industries 20 51% Kristiansand, NO Stig Trydal 2018 Revenue & EBITDA %, MNOK 30% Market & Sales 19 17 • Strong interest for Intellilft’s automation
Slide 84: InteliWell pricing model
Operating companies InteliWell pricing model Intellilift benefits from stable recurring SaaS income combined with strategic upside and profit share from JV Customer example – Rig automation xxx 1. Rig operator 2. InteliWell sources 3. Intellilift benefits from three revenue streams contracts InteliW
Slide 85: Nekkar's ownership agenda for Intellilift
Operating companies Nekkar’s ownership agenda for Intellilift 1. Strategy execution • Build leading position as open interface platform to drive efficiency for drilling operations • Continue to build joint value propositions with Nekkar operating companies delivering software and control systems 2.
Slide 86: Industrial long-term owner of ocean-based technology companies
About Industrial long-term owner of ocean-based technology companies Investment case Industrial mindset Exposure to megatrends • Industrial team with operational, engineering, and digitalization • Strategic focus on sustainable oceans, digitalization, and robotics & competence intelligent logistics
Slide 87: nekkar.com
AY NEKKAR nekkar.com