Hello and welcome to today's KNOT Offshore Partners Second Quarter 2022 Earnings Results Conference Call. My name is Bailey, and I'll be your moderator for today's call. All lines will be muted during the presentation portion of the call with an opportunity for the questions-and-answers at the end. [Operator Instructions] I would now like to pass the conference over to our host, Gary Chapman, Chief Executive Officer with KNOT Offshore Partners. Gary, please go ahead.

Thank you, Bailey. And welcome everybody to our second quarter 2022 Earnings Call. The earnings release and this presentation are also available on our website at knotoffshorepartners.com if you want to view them. Slide two reminds about the nature of today's presentation. In particular, with regards to the inclusion of forward-looking statements, which are made in good faith, but which contain risks and uncertainties, meaning, that actual results may be materially different. The partnership does not have or undertake a duty to update such forward-looking statements, and for further information please consult our annual and quarterly SEC filings. Today's presentation also includes certain non-US GAAP measures and our earnings release includes a reconciliation of these to the most directly comparable GAAP measures. On to slide three of the presentation, highlights of the second quarter and subsequent. We announced a cash distribution of $0.52 for the quarter for the 28th consecutive time at this level under our 1099 structure, which was the 37th consecutive distribution made since the partnership first listed in 2013. We maintained 100% scheduled fleet utilization during the second quarter, 90.5% taking into account the scheduled drydockings of the Lena, Anna, Vigdis and Windsor Knutsen vessels. We were able to conclude a further sale and leaseback agreement with respect to the total Knutsen, generating net proceeds of approximately $39 million after fees and expenses and we use the majority of these funds to purchase the Synnove Knutsen from our sponsor Knutsen MYK or as we refer KNOT. The total purchase price of the Synnove Knutsen was $119 million, including taking on the debt associated with the vessel. We've been able to conclude, or nearly conclude a number of charters this quarter, including that in return for accepting an early redelivery of the vessel under the existing contract, we…

Thank you. [Operator Instructions] The first question today comes from the line of Richard Diamond from Castlewood Capital. Please go ahead, your line is now open.

Yes, good morning, Gary. I understand a tanker cannot become a shuttle tanker, but at some point a shuttle tanker could be used as a tank given that Afra and Suezmax rates are at $53,000 and $49,000 per day, at what point, and I'm not saying KNOP, but could competitors shuttle tankers go into tanker service?

Hi, Richard. Thanks for that. Yeah, obviously the conventional market, as you say, shuttle tankers can go into the conventional market and -- but not the other way around. Certainly, the conventional market is a fallback option for us definitely. And with recent rates improving, as you've already mentioned that, it becomes more interesting, particularly as an alternative to ensuring that our vessels don't sit around idle. Obviously, the most value that we see is when our vessels are operated as shuttle tankers. So that's definitely our first objective. But certainly if rates continue the way they are going and any of our vessels, particularly the North Sea vessels are sitting around for an extended period of time, then certainly we will be looking at alternative, such as the conventional market. I would caveat that a little bit and I think it's fair to say that headline rates are not always achievable, particularly when you factor in utilization where perhaps there are some gaps between individual voyages or charters, and obviously potentially repositioning costs. But notwithstanding that, I think it's a very positive fallback position for our vessels if rates continue to climb as they have done and the shuttle tanker utilization of some of our vessels is not coming as quickly as we expected.

Yes, thank you very much.

Thanks, Richard.

Thank you. The next question today comes from the line of Liam Burke from B. Riley Securities. Please go ahead, your line is now open.

Thank you. Hi, Gary. How are you?

Hello, Liam. I'm very well. Thank you. How are you?

I'm fine. Thank you. I had a question on OpEx. You pretty much explained why you had the bump sequentially from roughly $20 million to $23 million. But if I adjust for drydocking, fuel expenses and then account for higher crew costs, I mean, are we talking at a quarterly run rate of high teens or low 20s?

You're talking about rates for OpEx?

Vessel operating expenses.

Yeah, I think the charge for this quarter is definitely dominated by the bunker costs for the drydock vessels, in particular because most of the vessels that have dry docked, they've had to transit from Brazil back to Europe and then back again. So that is quite a sizable fuel cost there and alongside the COVID increases that we've seen, it certainly added on more cost than we would traditionally like to see. But I think, yeah, if you look at the trends of our OpEx overtime, I think we're certainly above where we would typically like to be, but obviously in -- in the past, obviously -- over the last year and now, we've obviously got one extra vessel. So I think if you look back at the historic levels of our fleet OpEx, it was in the region of sort of $18 million to $19 million to $20 million per quarter. So certainly $23 million, which is what we've reported for this quarter is definitely out of line and we'd expect that to come back down to a more normalized trend, if you like, maybe a touch higher than previously because of COVID, but certainly not sticking up at $23 million, which is where it is this quarter.

Got it. Thank you. And then on your liquidity, you had $32 million in the -- in the purchase of the new vessel. As we look into the second half of the year, you've got lower drydocking. Yeah, you will have better utilization. How do you balance your liquidity position with the unit payouts with potential dropdowns?

Well, let me take that last point first. I think we saw an opportunity to do a sale and leaseback that allowed us to release money to make a purchase and also we kept a little bit of spare change from that as well, which has gone into our bank account. I think in terms of balancing the future, we've obviously, as you said, had a very high concentration of drydocks which we prepared for and was foreseeable, and we -- we tried to take a long-term view balancing all of the things we -- I think it's quite clear that we're fairly conservative and we try to be a very stable business, taking a long-term view and trying to spot the differences and see the differences between something that is a temporary divergence versus something that is slightly more fundamental in nature. So I think when we're looking at our business, we fall back on the simple point, if you like, that we need to sign charters and that's what we're working very hard to do. And if we can do that, it keeps everything in balance.

Terrific. Gary, thank you.

Thanks very much, Liam.

Thank you. [Operator Instructions] The next question today comes from the line of Robert Silvera from R.E. Silvera & Associates. Please go ahead, your line is now open.

Hi, Gary. Tough quarter to say the least things you've had to deal with from COVID right on to ships that are looking for business, and obviously the market did not like the 0.51 coverage ratio, so we're down a little bit in the market about $0.60, right now a share. You spoke about the rates, okay. You're negotiating for rates to fill empty ships in the future. The future looks strong as you've stated because of the -- particularly the Brazilian market. What kind of balance do you see? Are you having to give concession versus our current rates? Or do you see the opportunity even though we haven't booked them right now to get higher rates?

Yeah. I think the first point to reiterate is that, we don't have the same level of rate volatility in our small market that you see in the other larger, whether it be conventional tankers or other shipping markets, rates have stayed within our range for quite some time. And although throughout this period-to-date, we've maybe not getting the highest of rates within that band, that's just a function of supply and demand as we have been and as we are currently seeing in the North Sea, but we are always targeting with our customers the longer-term charters. So we tend to offer when opportunities arise. We offer slightly lower rates for longer charters and slightly higher rates by definition for the shorter charters. So we operate by principal and I think given the relatively small market in which we operate, we perhaps only have dozen customers and two or three key suppliers of tonnage. It's a market that functions I think quite well because there is definitely competition, but yet everybody understands that there is a need to make sure that you maintain a relationship because you have to deal with these same people tomorrow on a different deal. So I think it's -- I think we have definitely seen a situation where we haven't been able to achieve the highest rates in all circumstances, but certainly we are in a tight market still, even though there is softness here, we're only talking about a few vessels out of 79, and we believe that's for a temporary period and I think some of the activity that we're seeing in Brazil, for example now, is a result of some of our customers realizing that if they don't kind of get to move on they may be left behind in terms of available tonnage. And we've put the slide on there this quarter that shows the future supply of vessels coming into the market and it's not a lot over the next three to four years. So rates -- I don't wish to tell you something you don't already know, but rates are a function of supply-demand and we do our best to get the highest rate we can without being silly. And we always push for the longer term charters with our customers to the extent we can because that best supports what we're trying to do for our unitholders.

Yeah. There is definitely a tension right now between supply and demand, so I understand that. When you do fixed rate on a contract for a period of time, there is no variability in the cash flow in that, then it's a fixed rate for that period. Is that correct or is there flexibility going up or down?

Some contracts will have an OpEx annual escalation increase. So part of the charter rate may increase each year or a proportion of it, some are flat. But there is no -- we have no contracts that allow a customer to pay less, unless of course the vessels are off hire, but that's a completely different situation.

Okay. Good. Let me ask this question. What would add to the benefit of the company to taking on additional dropdowns other than replacing older equipment?

Yeah. I think it gives us diversification of income. It gives us a stronger income stream. And I would say that average age of our fleet is still only 8.5 years. So other than a couple of outliers, particularly with the Windsor Knutsen, most of our vessels are still in very rude health in terms of their prime of their life. So -- and I think even the Windsor Knutsen, as we've stated here, we had no – I wouldn’t say we had no problem, but we've been able to secure employment for that vessel pretty much now out -- at least started towards the end of 2027 and '28. So, okay, with charters options. So age isn't a really big factor for us in our business and I think bringing the other vessels in size and economies of scale help.

Will it affect positively income that that will grow, leading to the possibility that the stock price would rise and the dividend would rise?

I think that's probably looking a bit too far in to the future at this stage. I mean -- and I certainly can't predict what our unit price will do, otherwise I'd be very rich. But I think certainly when we look at it from our perspective, we think dropdowns at the price from our sponsor should add value to what we're doing. And in particular through diversification and more income streams, we are spreading our risk over more assets. Whether that leads to changes in the distribution or not? I think that's too early and would be a little bit foolish for me to start commenting on that right now. We're not close to doing the dropdown right now.

Good. The last thing I have is a suggestion. I know in the past you have not done anything like this, but I know it's not a big factor, but it would be a confidence builder factor. If we would start as a company selling put options on the price of the stock, say at $16 a share, $15 a share wherever they are available, out two, three months and thereby use the existing cash we have as a back up to the purchase price of the shares if the [Technical Difficulty] shows confidence of the management in the nature of the business and what the future should hold for the business, and at the same time would give us a small amount of positive cash flow. Would you guys begin to consider that?

We regularly consider all kinds of thoughts and I think in that situation, I think we're unlikely to do it on the basis that we like to have confidence from our investors coming from our business and our operations rather than from a financial aspect. Now, if we get our business and our operations right, then the finances take care of themselves and the unit price will take care of itself and it will do whatever the market thinks it needs to do. So I think it's unlikely that we would go down that kind of route. I think we would rather focus our efforts on signing more profitable charters than spending time in a way kind of artificially providing financial support to the unit price. So while I fully understand what you're saying, I don't think it's something that we're probably going to look at.

I think what it would show though is that you have great confidence in the future of the company and the plan that you have in place and the executableness of this plan and it shows the market that you have that confidence, and at the same time it uses some idle cash which I'm sure you're not getting much money interest-wise on that to add to the cash flow in a positive way and thereby just increasing your earnings a little bit. So I wish you would review that and perhaps do a study on it and show just how much you can do because those put options are out there and they pay reasonable amounts of money and that would -- that would really identify the management as being, so to speak, putting your money where your faith is and you have faith in the business and you have a basis for that faith, which we have proven over the years and you have continued opportunity to show the marketplace that yes, we do have this confidence in our business and we're willing to put our money to work to prove it. So in a way that gets you some nice cash.

Yeah, look, I don't -- I fully understand what you're saying. I think in terms of having an investment in the business -- our sponsor holds 26%, depending on how you want to measure it, 26% to 29% of this business. So clearly they are invested in it and have confidence in it. So I think there are different ways of showing that. And whilst I will give it a second thought once we get off this call. I would say that we are unlikely to go down that route, as I say, we would rather our business in a way speak for itself. But I understand your point. I do understand.

Yeah, I think it would be a good just do a little research on it and see does it makes sense. You can do it on a large-scale, you can do millions of shares, the market is not that big, but it's there and as I said, it's sends a confidence message on your part and the management's part. And right now, for instance, if you go to October, which is only 57 days away, October 21, $15 put option, you get $0.30 a share, which means that if it was put to you, the company would buying -- would be buying its own shares at $14.70, commission is not being considered in that. And the chances of it being exercised at $15 are not very good. But if you do 1,000 shares, there is an extra $300 in the coffers. And that is against the standing capital that we just have in our check account, so to speak. Anyway, give it -- give it some research and go from there. I think it's worth taking a look at it. If you go out to January, $15 January, as you can -- the last trade was at $0.90 a share. So there is covering 1,000 shares. There is $900. And that's just against your cash in the bank for 149 days. That's a nice yield. Anyhow, I'm glad you're willing to take a look at it afterwards and do a study of it. I think it would be beneficial in a number of ways, not just cash flow because that can't be too many, but you can easily do 10,000 shares, 100,000 shares in the put --

I'll take a look. I'll take a look Robert after the call.

Great, Gary. We'll talk the next time. So keep up the good work. I'm very proud and very pleased to be a shareholder -- our company as a shareholder of KNOP. I'm not the owner of the company, I'm just the analyst in the company. But we are Marine Surveyors and we've seen what you have done and how you take care of the ships and now that's another point. We've had so many dry dockings for examinations that we're not going to have any for a long time. So that gives us a nice run way into the future. Just good. We'll talk to you the next time. Thank you, Gary.

Thank you. Thanks.

Thank you. There are no further questions registered, so I'd like to pass the conference back over to Gary Chapman for closing remarks.

Thank you, everybody, and I wish you a good day and thank you very much indeed for your time listening today.

Thank you all. This concludes today’s conference call. Thank you for your participation. You may now disconnect your line.