Thomas Jessulat
Management
Ladies and gentlemen, I welcome you to our earnings call on the second quarter of 2026. Today, our CFO, Isabelle Damen, and I will provide you with a detailed look into the results from the second quarter and the first half of 2026. With today's publication, we confirm the guidance for 2026 and the medium-term, which we have published with the annual report end of March. At the end of the presentation, as usual, you will have the opportunity to ask questions, and we are pleased to answer them. At the outset, I would like to present a brief overview of the key developments from the past 6 months. But first, I would like to take a moment to introduce the newest member of our executive management team, Ulrich Zimmer, who recently joined ElringKlinger as Chief Operating Officer. Ulrich brings more than 2 decades of leadership experience from some of the most respected companies in the commercial vehicle and mobility industry. And most recently, he served as Senior Vice President, R&D at Traton Group, where he played a key role in building and scaling a global e-mobility R&D organization. Prior to that, he held several senior leadership roles at MAN Truck & Bus as well as Daimler Truck. We're very pleased to have Ulrich on board. Yes, you also have noticed some other news last week. Unfortunately, our CFO, Isabelle Damen, will be leaving us at the end of the year on personal grounds. She has successfully contributed to and continued the implementation of our transformation strategy from a financial standpoint, as you will see shortly in the group's continued performance in the second quarter. Yes, the automotive industry continues to operate in a highly challenging environment. Geopolitical tensions, trade conflicts and ongoing inflationary and interest rate pressures are creating uncertainty across global markets and supply chains. At the same time, the industry transformation is accelerating. Global light vehicle production is expected to decline in 2026, while electrification remains the dominant long-term trend. In addition, software, AI and vehicle digitization are becoming increasingly important differentiators with China continuing to set the pace for innovation and market development. Despite these challenges, ElringKlinger is well-positioned, thanks to our global footprint and close proximity to our customers. By leveraging our resilient supply chain network and consistently executing the SHAPE30 strategy, we remain focused on strengthening competitiveness, improving profitability and generating sustainable cash flow. As already outlined in previous quarters, SHAPE30 remains the strategic foundation of our transformation, and we continue to make solid progress in its execution. Starting with the growth dimension, our E-Mobility business continues to gain momentum. Sales increased from EUR 40 million in Q2 2025 to EUR 85 million in Q2 2026, representing more than a doubling of the number. It is even a higher increase if you consider the M&A effect in the prior year figure. This development underscores the strong market traction of our E-Mobility activities and supports our ambition to double fiscal year 2025 sales by 2028. At the same time, our classical business remains the financial backbone of the transformation. In the OE segment, the adjusted EBIT margin, excluding E-Mobility, improved from 4.5% to 4.8%, reflecting ongoing operational improvements and disciplined cost management. E-Mobility remains in the ramp-up phase. Adjusted EBIT for the business unit was in Q2 2026, minus EUR 8.1 million, an improvement of slightly more than EUR 1 million compared to prior year's figure when considering the divested subsidiary. Consequently, the adjusted EBIT margin, including E-Mobility, improved from 1% to 1.2%. This development is in line with our road map as we continue to scale volumes and increase efficiency. On the efficiency side, our measures remain on track. We continue to target around EUR 50 million from cost savings and ramp-up contributions with full effect in 2027. And in line with that, we have improved the personnel cost ratio to support margin improvement on a sustainable basis. Together with the successful ramp-up of major customer programs, these initiatives are important levers for achieving our profitability targets. Overall, SHAPE30 remains firmly on track to deliver our transformation objectives. Let me now provide a more detailed update on SHAPE2EMPOWER, our program to reorganize the structure of the group and a key enabler of the SHAPE30 strategy. The transformation program is further progressing. Workforce allocation has been aligned with the requirements of the new organization, ensuring that resources, responsibilities and also capabilities are positioned where they create the greatest value. To date, more than half of the work streams have been successfully completed. For those areas, the target organization has been implemented and role profiles have been clearly defined, providing greater transparency, accountability and efficiency across the group. The remaining work streams will complete the rollout of SHAPE2EMPOWER. Overall, implementation is advancing and reinforces our objective to become a faster, more customer-focused and more efficient organization. With having all said this, I now hand over to my financial colleague on the Board, Isabelle.