Good afternoon, ladies and gentlemen. I'm proud and happy to welcome you this afternoon at the Rosenbauer booth at the Interschutz 2022. I am happy because the Interschutz is taking place after a two-year pause caused by COVID-19. I am proud as we are able to present to you or to give you some meaningful insights, firstly, into the group's strategy until 2030, and secondly, into some amazing new products. At this point, I'd like to forward to you the regrets of our CEO, Dieter Siegel, who cannot participate today as he got sick. But nevertheless, we have the remaining board of executives present, which will do the presentation today. I will introduce to you, although it's not necessary, the speakers of today. To my left, Sebastian Wolf, finance. Hello. Andreas Zeller, sales. Hello. Daniel Tomaschko, production. Hello. We are going to have a presentation first, then we are going to have the Q&A. I would like to tell you that we are transmitting this also online, so we will also have online questions this afternoon. By this, I would like to give the floor to Sebastian. Thank you, Tiemon. Welcome, everybody. Everything for that moment. This is what we have chosen as a slogan for the Interschutz of Rosenbauer this year. Yeah, we have spoken about it many times already over the last years. It was 2 years postponed. The last Interschutz took place 2015, and we are very proud and happy that the Interschutz could take place this year now finally. Yeah, together with our clients, we give everything for the moment, yeah, when a fire occurs, when an incident occurs, and our team gave everything for that moment now over the last 7 years to build up the presence you see here today here in Hanover at the Interschutz. Yeah, a warm welcome also to our virtual guests. This is the first Rosenbauer capital markets presentation from Interschutz in a hybrid format, so a very warm welcome also to our guests on the live stream. Also welcome to the Rosenbauer City. You saw it when you came in, yeah. The stands, the booth is made like a city because this is also expressing our strategy, which I want to present to you today. What do we have at the Interschutz for you? We have 180 Rosenbauer employees presenting our 400 products and 20 vehicles we have at the Interschutz. Six of these 20 vehicles are actually electric vehicles, so this also shows the focus of Rosenbauer at the Interschutz this year. Yeah, Rosenbauer City. What is the Rosenbauer City about? A main purpose of the Rosenbauer City is that we as Rosenbauer take a higher responsibility for the industry than we did even in the past already, and therefore it was never actually a question if we come to the Interschutz. The main purpose for Rosenbauer at the Interschutz is, on the one side, to say thank you to our clients, and on the other side, this year, it is to show what we did over the crisis, and we developed a full lineup of electric trucks for the firefighting industry, and this is why this exhibition is so important for us to show these products to our clients, and this is what you will see today. For today, I'd like to share some more details of our corporate strategy with you. Rosenbauer City 2030, this is actually expressing our thought at the booth, like I said. This is what we also express here at the Interschutz. After that, and in connection with that, of course, Andi Zeller will tell you about the two main focus topics for us in the strategy and here in the Interschutz, which is wildfire and electric mobility for the firefighting industry. Then Daniel Tomaschko will tell you how we produce all these things and how we prepare ourselves to make that happen for our clients. Yeah, we developed our strategy, Rosenbauer City 2030, over the last one and a half years in a very agile and broad process together with many employees of Rosenbauer and also many people from our management team, from our international management team, and this is the result I would like to show to you today. Our starting point was actually the firefighting trend map. As you know, we do this in a regular process every second year. We derive from the global mega trends, the trends which matter for the firefighting industry. This is also the starting point for our strategy, and you see here the main trends we identified, and this was the input for the strategy. On the one side, the climate change. We see, and here's some statistics on the slide, that natural catastrophes are becoming more and more, and also the severity of these catastrophes become higher. Yeah, I look to the insurance representatives. You know that. Nothing new for you. We see that also in kind of wildfires now, and also forest fires, most of you have maybe heard about the fires in Toledo, near Madrid, where 3,000 people had to be evacuated, in the last days. Also in Germany, I can give you some data, yeah. The number of wildfires increased from 424 in the year 2017 to 1,360 in the year 2020. We see a clearly rising trend, and this is really something we have to cope and manage in our strategy. Second trend we identified is the social change. We discussed it already earlier. It's about silver society. People are getting older, so over the last 60 years, the average life expectancy rose by 20 years. Also gender shift, we see more female firefighters, and our products have to actually take that into consideration. The digitalization, it's a huge trend, and what does it mean for the firefighting industry? We have started some cooperations because obviously we cannot invest those big numbers. We have a very good cooperation with DJI regarding drones, and I was very happy to be introduced to the CEO of OroraTech yesterday, who is our partner in the field of satellite-based Earth observation. It's really fantastic. He could show me on his phone, on his mobile phone yesterday, the fires in Toledo and also close to Luckenwalde, to our production site here, close to Berlin. Actually, he could see it on the satellite pictures, so we can have an early warning system installed with such satellite data. Of course, something we have already since many years, and we further develop it continually, the Rosenbauer RDS Fleet, which is our fleet management system. It's about telematics modules implemented in our vehicles, which actually allow proper fleet management and also a remote diagnostics. In the best case, if a ladder, for example, is down in Cape Town, we can fix it from Karlsruhe via the internet. The last trend, shift in global markets. We see of course the Asian markets are rising in terms of global GDP, and also the population is rising in these markets, Asia and also Africa. We believe we have to consider that in our strategy. Where are we standing today? Most of you know that very well. We are actually in the year 2021 in a difficult situation, and also we started in a difficult year 2022. Our turnover went down by 6.6% last year, our EBIT to 3.6%. A difficult situation which was caused actually by supply chain issues, by price increases, and also by lockdowns in the year 2021. Also the start into the new year was difficult for Rosenbauer, and we see our business model in danger. We have long lead times and also fixed price contracts for most of the time. It's just the right timing for this new strategy to give the answers, in that regard. What we did on our global footprint, and most of you know that as well, is that we actually enlarged our sales and service network over the last years. Since 2014, we added many sales and service entities. Those are small sales and service entities in England, France, Poland, Australia, Italy. In the year 2021, we added our new legal entity in China, in Kunming, as well as we extended a service site in Germany. We started a new service site near to our head office in Asten, and also in the Middle East, we added a service site in Abu Dhabi. What is the strategy now about? The strategy, and I pointed it out in my opening words, is about responsibility and profitability. We believe that those two things just can exist together in our business model. If we take the responsibility, we will have a good business case, and we will be profitable. Only if we are profitable, we will have the chance to develop the products so the firefighters need in future. Those two things for us, they go hand in hand. In our strategy process, we worked with the strategic model of Treacy of the value disciplines, and you see here the three value disciplines on that slide, which is innovation or technology leadership, customer intimacy, and operational excellence. We believe that in our niche market, we need to have all of these three competencies. The vision starting with the innovation is to have a CO₂ free fire service in future. With this exhibition, that becomes already true. You will see our CO₂ emission free fire station when we go around the booth later. We believe that alternative drives, and especially electric drive, is the future also for the firefighting. You can see that if you look at the technical data of energy efficiency, so you can use 25% of the energy used in a commercial or conventional diesel engine only to drive, yeah. In an electric car or a truck, it's 85% of the energy which you use actually for driving. A much higher energy efficiency, and therefore we believe that this will be the future also in the firefighting industry. We believe that actually, like today, emissions are not any longer socially accepted, fires will not be in the future. We believe that the stationary fire protection and prevention of fires will become more important in future, and this is also covered in our strategy. Regarding the customer intimacy, number two here, we see that actually we have already a very good international presence. We want to follow up with that process, adding sales and service entities. We believe that we need to be more customer-oriented and support the customer in topics better than we did in the past, and these are actually the topics Andreas Zeller will present later. We also have covered in our strategy that we need serial customized products. We speak about that already for a long time, and it is really difficult to manage, so we have hired a new global product manager, Michael Wildling, who came from KTM and started this year, so we have a very high expectation regarding that. Our strategy here is we do not want to start with a white piece of paper when we speak with a client. We want to provide the best solution and the best practice approach, I call it, yeah. Like if you implement SAP, as I know, the consultants come and tell you what is the best practice approach, and then you discuss from that starting point, yeah, which is much better than to start from a white paper. We want to bring domestic content with our SKD approach even stronger than we did in the past. Where we have no local presence, it is required to bring a domestic content, value addition in the place of destination, and this is also covered here under point two. Number three, operational excellence. This is really, I would say, the newest thing for us. It's not in our genes, yeah. This is what we have to improve at the strongest level, I would say. How do we wanna do it? It is coming hand in hand with what I said about standardization, and it is new for us, and four main levers are new for us. We want to focus on a centralized procurement process. We want to analyze our end-to-end process to get synergies out of that, so from the inquiry to the delivery of the truck. As I said, we will have a new product management, and we also review our internal organization. The target of all of these 4 things is actually to deliver the best value for money for our clients. From this slide, I only would like to add some figures because I know you normally like that. What will we invest? We will invest EUR 250 million in R&D and also in CapEx regarding our production facilities, EUR 250 million over the next 8 years. This is a slight increase to what we saw in the past, but not a dramatic one. Overall, we want to, and you know that already, grow to EUR 2 billion. This is not a growth strategy, but nevertheless, there needs to be something done. This slide shows you our different product segments and where we want to grow in future. On the vehicle side, we want to grow by a factor 2, by 100%. We want to grow from 2,000 to 3,000 vehicles sold in the year 2030, and we believe that 50% of those will be electric trucks. You see, it's not a quantitative growth strategy. It's only 1,000 trucks more, but we believe the price level, because of the electrification, will be higher in 2030 than it is today. We see the main markets for growth in North America and in Asia Pacific. On the component side, I mentioned we want to bring domestic content, SKD and CKD, so completely knocked down and semi-knocked down deliveries. This will grow our component sales by 130%, so a bit more than the vehicles. On the equipment side, we want to grow by also 100%, like in the field of the vehicles, and we want to do that by growing in our top five markets by to a market share of around 65%. You see also some examples for digital products on the equipment side, for example, our RTE power station, so we also see potential there in the equipment field. On the customer service, we plan to grow by 130%, and we want to do that because our fleet will be bigger. We will be the producer of the chassis, so there is also opportunities to grow in service out of that reason. We see also opportunities in digital services and remote services. In the field of preventive fire protection, as I said before, we believe this will be very important. We see the highest potential for growth by 230% or more than three times. We believe we can have here a very strong growth in Austria and Germany, where we are already, and we will select one other country where to grow. Last but not least, digital products and services will become a own business segment. We don't have that today, and we believe that we will have EUR 50 million turnover in the year 2030 out of digital products and services. As I mentioned, this one example, we believe that we can grow here with alliances, with corporations, like I explained before with OroraTech, the satellite-based Earth observation. Some more figures on this slide. Actually, the left part is a summary of what I just said. The main thing here is that we need to be a rock solid partner, of course, for our clients also in the future, and that is why we also need the financial solidity and go back to this financial solidity. We need to carry on developing our products and also selling these products the firefighters need for a fair price, of course. On the financial strategy, we added some KPIs here. You see it, we want to grow, I explained that already, and we want to get to a profitability, and this is not new, of 7% in the year 2030 by, on the one side, the growth part of our strategy and on the other side, of course, also by the electrification where we see a higher profitability potential. Important for us is also the trade working capital to keep that in mind. We want to be below 40%. You know we were at 35% already last year. However, we see that level of 40% as a good target to be below that for us in the midterm run, especially as we have to grow. We see here some conservatism in that figure. You see also the cash flow figures. Our target is to have a positive free cash flow. This is also important for us. Of course, we want to invest in our future also on the way to 2030. On the security, we want to gain back equity, of course. We are at the moment at about 25% and want to go back to 35% until 2030. How do we do the working capital thing? It's actually we need faster delivery times, and we need also, I said it, that the business model has to change other payment terms with our clients. This is really important for us. What is also important, I mentioned North America will be an essential part of our strategy, is our strategy there. I can tell you today that we will be successful to have also the second batch of 25% equity of Rosenbauer America Holdings by the end of June. There's also an agreement already, and this will be in our H1 results. For us, this is very important because you know it, the market grew by 37% last year, 2021. The US market grew by 37%, and this brings it to 6,000 vehicles, where we have in total on the whole planet 20,000 fire trucks sold every year. A huge potential in that market. We have worked a lot on our dealer network already. We have implemented a large city sale, like we call it. We try to focus on big cities as clients, and we see a very strong demand regarding the e-mobility in the North American market. As I said before, we see ourselves in a difficult economic environment at the moment, and this is why we started the transparency and efficiency initiative. I also want to give you a very short update on that. We started it in December last year. What it is about, it has some short-term goals, and it has some long-term goals. Actually this initiative pays into the operational excellence of our strategy. The short-term goals I will show on the next slide. You see that all main production sites are affected of this efficiency initiative. Actually, we see also the adaptation of capacities as part of this initiative. We had to reduce our original plan, you know that as well, and the adaptation of capacities is important to secure profitability for this year. We will see results in 2022, and the main levers for these initiatives are personnel cost, operational expenditures, the procurement process and suppliers of course, and the production process. We added, since we spoke about it last time, also the pricing measures. We see some potential to also have a top-line impact this year. It will not be much, but we found it important to start also these discussions with our clients. On the transformational measures, and I mentioned that before, we see especially those four things you see on this slide, the procurement, the end-to-end processes, the organizational changes I mentioned, and also the product management I mentioned is already. We have not fixed the values for those four which we want to achieve, but we see these four main levers for us in the midterm perspective. On the transparency thing, I will not say anything now, but we can discuss it later. You see here again the roadmap, it's well-known. We will have an effect of EUR 21.5 million out of that initiative in this year, which is built into our guidance already. Actually we work here with a Deutsches Modell. I don't know the English word for that, unfortunately. The measures are committed already by our individual departments, which means, and responsibles, and this is important for us at this stage. With that said, enough figures I hope for the moment. I would like to hand over to Andreas Zeller, who will tell you more about our ideas for firefighting in wildfire situations. Right. Okay. It's getting hot a little bit now, and wildfires are really an issue which have been for many years predicted and some peoples believed, some even politicians did not believe. Nowadays, we are not in the point where we need to discuss the models, we simply can look to the statistics and it shows that climate change has even been faster and more severe than we expected maybe 20 years back. We find a scenario here with the globe, and the situation where you think you can see some colors. The brown colors indicate dry areas, arid areas, and green-blue areas are those areas where rain is predominating. You find that with these changes of 1.5 up to 2.4 degrees centigrade, it is very visible that regions like South America get more and more dry. Unfortunately for us as Europeans, it's the same scenario in the Mediterranean shoreline and Central Europe. We will find very dry future ahead of us. Me as a mountain climber and living in Austria, I can tell you, I'm really suffering watching the glaciers melting in a speed nobody really expected. In other areas, you have more rain. In the Sahel area, in the Central African zones, there will be more rain. There it is already visible, and you can see that, rivers come back which have been dry and emptied for quite a period of time. Both developments have the potential of natural disasters. In one area you have droughts, in the other areas you have flooding. You could say now this is exactly what companies like Rosenbauer are living for, to develop equipment and to develop vehicles to respond to these kind of natural disasters. It's a global, it's a social, it's a political development we need to face and we need to respond to, and of course, we need to prepare for. Where is Rosenbauer standing in this? Maybe at that point one more word about wildfires. When we talk about CO2 emission, in the past mainly industry and traffic were in our minds. Wildfires emit 15%-20% of CO2, of the total CO2 emission. Not only by fire it is affected, there's an additional problem by the methane. We have in the permafrost areas of Siberia, Canada, and Alaska, because of the melting of the permafrost plus because of the fires there, so much methane is emitted that this again is increasing the greenhouse effect on our planet. Rosenbauer worked on that, and we wanted to start in a very genuine way. We wanted to start from the basics. We wanted to involve experts in the world market, and we wanted to get a better understanding what it is about, how to predict, how to make, create scenarios, what kind of measures are really available. This group of experts was collected in the Wildfire Exchange Summit last summer. There was no discussion about products. There was nothing talked about sales. We simply collected, we made the networking, and the final outcome was that these kind of experts really said, "Please keep on supporting that and housing that, as it is really important to have a forum where we can meet and where we can exchange this kind of information." We tried as a conclusion out of that to somehow structure the influential aspects and factors of wildfires. Similar to the already mentioned fire. Trend map Trend map, firefighting trend map, we collected all these influential factors plus their interdependency, and we wanted to find some sort of basis grid from where developments, some sort of activities and initiatives can be started from. Rosenbauer as a manufacturer, of course, was already in with some fire trucks for forest fires, but to talk about simple single products or vehicles is not enough any longer. There's firefighting at length, there's protection and equipment needed for that. We have some firefighting at sea as well. There's rivers in the wildfire areas, there's some coastal areas, and sometimes to supply water from coastal areas in Croatia or other areas, wherever you can go to, it's crucial to have the water supply available for the firefighters. So we are partnering there. We are not stepping into the maritime business to produce it ourselves, but we need more and more partners in specific fields which are part of such kind of topics like wildfire. In our case, PALFINGER is our partner. The pump and the turret system mounted on the boat is from Rosenbauer, and if you want to see such a kind of boat, you will find it outside, where we have already the first model displayed. It's. The third dimension is by air. You know, firefighting with extinguishing aircraft is very effective, but these kind of aircraft are highly expensive. There's a second. Sorry. This is done. There's a second aspect. It's not only the procurement of the aircraft, it's the team, it's the crew. Either it is fully booked or it is standing and waiting. You need to keep a team waiting, and all this has to be paid. The solution we wanted to look for, and we are working together with another partner, which is ACCA Software, to have an exchangeable tank system. Air forces all over the world have transportation carriers like C-130 Hercules, like the A400M, and they are daily operation. Once there is an incident and you call for assistance by the fire brigade, assistance from the Air Forces, then a tank system can be pulled in, mounted within 1 hour, filled up with water, and can discharge the water 13 tons up to 20,000 liters in 8-12 seconds and can really be an effective tool and measure for firefighting. Once back and the job is done, you take the tank out and the cargo aircraft will go back to the normal operation, which saves a ton of money and makes those pilots operate the aircraft who are doing that by their daily job. This is now talking about firefighting. There's something else when we talk about detection. Sebastian already mentioned our satellite cooperation with OroraTech. Once this is detected, then of course you need to have maybe a reconfirmation. The second cooperation with DJI is in place, and finally we come to the incident command system, which is Rosenbauer Connected Fleet and Rosenbauer Connected Command, to allow firefighters and first responders to share information, to know what is the situation, where the equipment, staff, and vehicles are operated, and finally, to make a recording, to learn, and to have the statistics out of the scenario. To cover all of that, you would need or you would have needed to speak with maybe 10 or 12 people in Rosenbauer. Some are responsible for the vehicles, some are responsible for equipment, some are responsible for this or that. For that reason, we needed to create a point of contact as some sort of consultancy point, as some sort of internal consultancy and external consultancy. We call this Wildfire Topic Management. This is not a separate sales channel. This is the place where all this knowledge will be bundled and will be focused and things like knowing about the theory, knowing about what is going on in a wildfire, what kind of technologies are needed and are suitable for doing the job. Detection we mentioned already, how to convey the information by digital solutions, all kind of vehicles, and let me add one additional technology. There is maybe you heard about dry firefighting. Dry firefighting means nothing else than not doing the job by water, but just removing combustible material, removing the fuel for the fire before the fire arrives. For that reason, you need to have excavators, you need to have devices to remove wood, to maybe make ditches into the ground, as in some torfy areas, the fire moves not on the surface, but 20, 30 centimeters below. If you don't cut a ditch and you make a barrier, it will spread, and you cannot even see it. This is another cooperation we have with the company CSM, and that's how we want to extend our product range. Personal equipment, any kind of technical equipment was mentioned, the firefighting by air as well. We come to international funding and multinational projects. Forest firefighting and wildfires are not limited at municipality borderlines. This kind of firefighting is requesting a cooperation among emergency units, and they sometimes are even requesting a multinational cooperation. There it starts really to get to become tricky. Who makes the procurement for that? Who gives the funding? Who will coordinate? And who will be the controlling unit? I think there is something better than the European Union to be an example for doing this centralized. This all will be an issue where we can just contribute. We cannot solve it, but we want to be a major support for all authorities and governments dealing with this topic. Now making a quick change to a few equipment items which might be in use for such kind of operation. We have been very successful in the recent years with our helmet. The helmet became a real asset in our product range. What starts at the head ends up at the feet, and now the new generation of HEROS P4, we believe that it is one, if not the best, built in the fire market. What is the most important thing, and this is the only thing I want to mention at that point. First, it needs to fit perfectly for a person who is doing an exciting and challenging, exhausting job. Second, he needs to jump in and close it within two seconds. This is exactly done. You can pre-adjust with the laces in different zones how the perfect fit is, and finally, you can open it with one strap, you jump in, take two hands, pull it up, it takes you five seconds, and the job is done. This is how we steadily try to improve. The other thing is, if you need power, usually you have a portable power generator with you. The portable power generators are driven by diesel and gasoline. As everything becomes more and more pure electric, this is the first pure electric power station offering 2000 watts performance, and it allows you to operate one hour with 2 kilowatts any kind of consumer, or of course you can make the calculation in a different way around. This one can be charged, of course, by the grid, or by any kind of vehicle where you have some supply. Plus, if you have a portable PV unit with you, it can be easily charged within 3 hours, and you then have the full operation again. This is an example how electrification is not necessarily creating more dependency from the national grid. It can even allow more independence, independent operation by having the autarkic energy supply. This is a good bridge to the next information level, which is the focus on the electric vehicles, electric mobility. Talking about the carbon-free fire station, we have some basic understanding and some basic beliefs. We really believe that 50% of all newly procured fire trucks in 2030 will be electric driven. Of course, the population will not be 50% at the time as the lifetime of a fire truck is 20-30 years. The newly procured fire trucks will be about 50%. The purpose of that is you have technical advantages. There's an unbeatable acceleration. There's an easy operation. There is even an easier maintenance on the vehicle. Secondly, there is the emission reduction in both emission of exhaust gases and emission of noise. Please keep in mind, the emission of noise is of major importance for the operators as the stress level for an operator is always high. If you can reduce at least the noise, then you take out a lot of stress and reduction of 10 dB is already reducing the received noise level 80%, 75%-80%, and this means a lot for the first responders. Rosenbauer product portfolio is not only focusing on special developed vehicles. We introduced the RT. We yesterday introduced the Panther electric. Of course, we will build fire trucks with our standard body design as we know on serial electric chassis from serial vehicle serial truck manufacturers. For the time being, there are not many in place, and that is why we are cooperating with the pre-serial product line of Volvo Trucks here at the booth. In the future, there will be more of them. We do not believe that is the best choice for customers and for us to work with conversion solutions. If you take any kind of typical brand, and then you go to a third party, you make the conversion to electric, do not ask me who will take care for the customer service in 10-12 years. This, that's why we really believe that we should stick to pure OEM manufactured electric vehicles if we go with a serial production trucks. It is not only related to the product itself. Customers now are concerned about, yes, we want to go with an electric truck, but please help us. How can we get the clean electricity? How can we sure that the electricity is really green out of the grid? Or do we need maybe some independent electric supply from a PV unit? In case if we have a PV unit, how to save and how to store the electric energy? Maybe there's a battery system built into a fire station, and it can be set on fire, so we have a stationary fire system that needs to protect that. There's a lot of aspects which have to be considered, and we want to be a full supplier at least in the consultancy level and to some extent even on the component level as well. The electrification is important to many aspects to the people and to the environment, and there's only one thing I want to take out of this slide. This is this, blackout safety. In maybe one or two years back, many people asked us, "Yeah, what if there's a blackout? Then I cannot operate my fire truck, my RT any longer." I think what is shown now, the electric supply gets more and more decentralized. We will have the PVs on these governmental buildings. There might be even a regulation very soon where everyone needs to have on a parking area, on a municipal area, on the fire station, on other buildings, their own electric production. Whenever there is a cut of the grid, you are still able to produce or to have your own electricity. Plus, keep in mind, to produce electricity via diesel, like with a generator, is possible. To produce diesel easily via electricity is something you can only do in big plants. Even this can help you if you need the other way electricity, then you have your power generator, and you can run it with diesel or synthetic fuel. What is the situation where we are right now with our leads and with our projects? We are very happy about the fact that in both Europe and in United States, we get frequently now almost every week a purchase order in. Just right now one hour ago, I just came from signing the RT delivered to Feuerwehr Nörvenich in Nordrhein-Westfalen. This is the next success. This is very important as well, this fire department made use of several funding supports from both the European Union and, of course, from Germany. This will be a very important issue. There are funding possibilities there, and we need to help our customers to access this funding sources to allow them to go into the electrification quickly. Recently we have delivered the very first all-electric firefighting vehicle to Los Angeles Fire Department. It is the first not only for Rosenbauer, it is the first in the US market. This unit looks similar to an RT like you see it here, but it is completely compliant to NFPA, the American standard for building firefighting vehicles. Believe me, there's a big difference. You have somehow the idea fire must be different in United States than in Europe. Anyway, it was done. We have now these two levels, and because of the difference, it has even a different name. It is called RTX. When we talk about especially the pipeline, the pipeline are verbally committed orders where it still needs some formal procedures to get it completed, but where we get already the letter of intent we're gonna buy, and this is what will be done within shortest time. Many times we get the question: how can you manage with the existing electric energy to respond to the typical needs of emergency calls? We made some statistical research, and technical operations take roughly an average 45 kWh energy, and fire operation in average take around 90%. There's a norm cycle which has to be met if you want to meet the European standard, and that one would take for a pump with 4,000 liter and high pressure, 630. What do we have on the truck, on the RT? It's 100 kW. It shows for the standard operation you need additional source of energy, and the rest can be done. We can provide this additional electricity by our generator, by our built-in generator, which we call range extender, so we have an all-electric operation, and we have this autonomy of four hours. It is very important for us that Berlin Fire Department has now an experience of 1,500 calls already. In this time, between 90%-95%, they could manage the calls with the pure battery pack, so the range extender did not kick in. The average consumption of energy was just 20 kWh. This really shows that our calculation was even on the safe side. In all the other cases it was even the fuel consumption was really low, and they are quite happy about the performance. Oops, sorry. Did I kill it now? Oh, no. There we are. Next to the RT, we have presented the AT, which is our traditional body for municipal firefighting outside, and the AT is built on a serial chassis. What is the big difference? Do we have now an internal competition between RT and AT? No, we don't. The AT was from beginning made to be an all-new concept, that it was decided to be electrical in the year 2013 was not the main purpose. Please remember in 2013 and 2014, everyone predicted electromobility won't even come. Yeah? And then the diesel scandal and you know what happened after that. It has an ergonomic approach. It has a design of the cabin which is unique and can only be done if you leave the traditional design of chassis. That's why we went this path. If somebody wants to go still traditional design, and he accepts all these limitations which are given by a regular design of a chassis, then we have now the electrified version with the Volvo FE Electric outside. You will see it then later on in the Guided tour In the guided tour. This gives us now a wide range to respond with both traditional setup and the revolutionary one. The design is pretty much well known. You have the battery pack. The battery pack is driving the both. It is driving the chassis, and it is running the pump. In case you need extended power, we have a generator built in called range extender, and we can again meet the standard, the European EN 1846 standard with the 4 hours of pumping. Yeah, I jumped over this. It has a 2,000-liter pump and some of the other aspects I have already mentioned at this point. Okay. You know, we are fighting and we are operating our truck with batteries, but sometimes it can happen that batteries are burning themselves. We had several cases in the past where it was even in newspaper, they were thrown in a container, water was filled in, and then nobody wanted to pick up the container because the water was contaminated, and it was a real issue. Who takes care of that? Who is responsible for the thousands liters of contaminated water? To put a cover on top of a vehicle simply closing like the door of a stove, and it does not really help to extinguish. What we did, we developed a unit that is fighting the fire at the point where it starts. It is inside the battery. What does it mean? If a battery burns, then the battery is damaged anyway. We pierce the battery, and we inject water. It just takes us 100-200 liters of water to cool down, and the major part of the water will evaporate, and maybe just a 10-20 liters might get out. With that said, you can maybe in many cases rescue the rest of the vehicle, and you have to exchange the batteries. This battery extinguishing system has been tested and evaluated with all major manufacturers of electric vehicles. In some cases, we even got completely built-up personal cars from car manufacturers in Europe. All names are there, from Tesla to the Europeans, and we could extinguish, I don't know, maybe 20 or 30 batteries, and we have good statistics where we exactly know how the system works. It's a real success factor because many of them have already been sold, and especially in the United States they are really very interested, and we sold a big bunch of the first lot already to Rosenbauer America and to our US customers. Finally, we change into the third dimension. There's another presented, newly presented vehicle outside. It's the electric turntable ladder on a Volvo FE Electric. It's a standard L32A-XS. If I would tell you what is the performance of this ladder, I can make it short. Exactly the same like on a regular chassis. It has the 32 meters. It has the 500 kg in the cage. The reason why exactly there an electric chassis makes a ton of sense is usually, in Europe at least, you don't have a pump on such kind of rescue ladder. You go there as fast as possible. You put out your outriggers. You go up, make your rescue services, and then you go back. You can do this typical cycle several times without recharging the battery. This encouraged us to go with batteries only, and this is the first unit where we do not have a range extender on purpose. There the pure battery operation but with an additional battery is sufficient, and it's the very first electric, all-electric turntable ladder in the world market. I always say the very first, this lineup is in many, many aspects the very first ever in the world market of firefighting. The electric drive, this I didn't mention in the AT, but as the municipal pumper has the same setup like on the ladder, I can put it here. We have 225 continuous power performance, 225 kW, and we can have a peak performance of 400 kW. The battery pack is 66 kWh nominal and usable 50 kWh. If you multiply it by three, then it is 150 kWh usable capacity out of the batteries. To run the hydraulic system, as we need a hydraulic system for operating the ladder, you have an EPTO. What is an EPTO? It is an electric motor that is supplied by electric power from the batteries and is doing the job as if there would be a PTO from a combustion engine. Finally, this was the big event yesterday. There was the curtain, and we came to that point before, and we said, now there's something still missing. It was the world presentation of the PANTHER electric. It's an all-electric airport firefighting vehicle. What does it mean all electric? It means it is not like a parallel, a bit, combustion engine, then a little bit supported by an electric motor. It's purely electrically driven. Again, similar to what you know from the RT, in case the battery capacity is not enough, we have again a generator built in, which is the range extender, and we can continue to do the standard operation as requested. Performance-wise, you have the same running gear, the same all-wheel drive, and extinguishing-wise, you have the same performance of the firefighting system, the pumps, and the turrets. The rest, the drive with all the advantages of silent mode, of no emission is done electrically. Do we have the same driving performance? Yes, we are same or better, and in case you need high performance, we can have even less than 20 seconds from 0 to 80. Maybe it does not mean a lot to, for you if you compare it with personal cars. I tell you, an acceleration for a 39-ton truck in 0 to 80 in less than 20 seconds, it's a hell. Yeah? That's really a lot. This is really. We are very proud of that. It's a concept which you can see outside. We are doing now the evaluation and the finalization of the unit, and we will start to sell the PANTHER electric in 2024, which is in two years. This was a lot of information about the products. If anything was not enough, please, we can dive deeper into this. Now we need to think about how to build it. Thank you, Andreas. It's also a very warm welcome from my side. It's great that you're all here. As you can see, all these nice products that we saw in the presentation of Andreas and also outside, and you will get also some more information afterwards. Yeah, it's my job, the job of my team, to produce them as efficient as possible, yeah? Efficiency, and you saw it also in the presentation of the strategy, is very important for us. Normally there is the slogan, so production is the easy part, and, yeah, it could be, or it was also in the past, but there were some little changes, especially the last two years. We have new products with new technology, especially the high voltage system is also a new challenge for us, qualifying our people, getting the right tools for that. The world since COVID 2020 changed a lot, especially on the supply chain. What we focused a lot, especially working the last one and a half year, is to finding the right answers in our strategy up to 2030. Especially the third part, the operational excellence, is that what I really I'm fighting for. You also saw the numbers of the 202, 250 million of your investment we would like to do is really very specific one, and don't be afraid. It will go through my team really to evaluate, and I brought some nice things that we are preparing at the moment where we would like to invest, and it's all about efficiency. Yeah, after a great idea and the development of the product, there is always the question: Where would we like to produce it and how would we like to produce it? I brought some pictures of the RT production that we prepared last month and also the RTs outside here already built on this line, not on one space. It's really important to get also the know-how from the clocked working space. Yeah, first of all, there's a new system. We have a high voltage system, and it's very important also for sure to meet all the requirements of the government. We need special quarantine spaces. If there is an accident with the high voltage systems, we have to qualify our people. We invested a lot in a training program also for our service department to really having the knowledge all over our employees. We decided at least for Hall six. Maybe you know it's in Leonding at our headquarters. The Hall six was full until that, so we had to move out something, and we decided for the service department. Maybe you also know it already. We moved the service department to Asten, to a new facility where our main logistics center is at the moment. We got also more space for service, and it's also in our strategy to extend the service business, so it already worked very well at the moment, and we have also a great workspace there. The second thing is how we would like to produce it. We decided again to do it on a line. We prepared a line for 100 pieces. We have seven stations and four stations afterward to do the testing and also the loading equipment. What's new, and it's totally different to the AT, to the traditional one that we had. We are doing it like on the PANTHER. We do the chassis by ourselves. We also need new knowledge there, new tools there to do also the chassis. Not only the body and the cap, and also the end of test line. The training was very important, and you can see also then some pictures of the production area. We have a clean floor. We have a clocked line. We have a new efficient logistics system that we have only the material that we need for the specific part of the truck. The investment was around EUR 0.7 million, and it's around 8 months that we took to build that up. Most important is the second thing. We need the best employees there and motivated employees. We decided to create a new team, a very experienced team, with a lot of knowledge already and qualified them to the high voltage system. It was really from the first CFT, as you know, as the concept car. They already worked on this truck, and we like to do it now on training, the training concept really to bring the knowledge that we already have into the service department. Also we have to extend now the existing team because for sure you saw the numbers and Andy showed us before the order intake that we have to really extend it and bringing up the numbers that we have planned. For sure, the new challenges I already mentioned, it's especially the high voltage system and, you know, the know-how, like on the eight by eight, especially on the chassis, it's very important to get the right people there. The second thing that I brought is, yeah, all around Radgona. It's in Slovenia. It was very important because it's one of our best plants in our group. So the expansion to really a full vehicle plant. At this point, we already deliver a lot of components, especially to Leonding and also to Luckenwalde for specific parts. Having the cut sheets project, a very big project that we did last time in Leonding, we moved it now to Slovenia. Having a full vehicle plant is very important also for our strategy because we need a test bench there. We have it now. We have a space where we can hand over the trucks very professional, and it's also more space now for again service. Service are also very important in Slovenia, and having here four more slots is a very great thing. It's the new white hall in the front that we built last year, and it's a very nice one. The total investment was around EUR 2 million, and the planning phase we started in November 2020, and the construction period ended in October 2021, so last year, and it's already in full operation. It's a very cool hall, I would say. Yeah, for sure, also, the investment in Germany is very important, and in Luckenwalde we have also a very good plant. To the operational excellence, we started here to, yeah, rethink where the main focus is on the Luckenwalde plant, and we found some issues on the logistics side. We had some small spaces, and it was very inefficient, where we handle our material, and we decided to build a new hall, around 1,000 square meters. Yeah, having this new hall and having new processes, we will gain a lot of efficiency, especially on the material side. Yeah, we decided for a hybrid warehouse with special forklift. The things that are more or less standard, I would say, on the supply chain side and, yeah, on the processes, we have new ideas, and especially the flow of the material is the most important thing. The total investment was around EUR 1.4 million. It's more or less finished now. We already started the planning in 2020, and the construction period was now from March. It's still running, but I think in July we will end the new hall and get in all the new processes afterwards, that's very important. Yeah, the OpEx theme that we get the operational excellence in all the processes, not only in production, not only in logistics, is very important, and that's why, yeah, we invest a lot in that. Yeah, for sure, yeah, we will succeed in that getting out more efficiency. Thank you very much. A big thanks to the members of the board for their presentations. We are now ready for your questions. We have one microphone which will be brought to you to put your questions to the presenters. Since there is no question from the internet, I will invite you, Mr. Remus of RBI. Welcome. Yeah, come this way. Thank you for the presentation. My first question relates to the CapEx needs that are associated to the 2030 targets. If you can maybe outline how much you will need to invest, and yeah, maybe a bit of a kind of timing curve when that will occur. Where will you expand capacities further? Will you kind of Sure Also keep the share of in-house value creation that you currently have, or is there kind of a more outsourcing to make your cost structure maybe a bit more flexible? That would be the first group of questions. I try to start, and Daniel will add something if I miss something. Yeah. Actually, it's the EUR 250 million we want to invest over the next 8 years. If you divide it by 8, it's not much more, I said it before, what we invest at the moment. You saw that we believe there is not such a high quantitative growth needed, and Daniel pointed out how we readapted the existing place for the production of the RT, for example. Actually, I believe there will be no big peaks, so it will be a steady continuation of the CapEx figures we saw in the past already. The same is actually true for the R&D investments, which are, by chance, or by coincidence, the same figure. Yeah. This was hard to predict, but funnily, it's the same figure, and this is also to be a steady process. You see what we have already. Andreas mentioned the PANTHER is now, I would say in the stage of the CFT, if you remember 2015, maybe a little further because actually we didn't change anything on the body. The technical challenges is of course different to to move a 39 tons. Yeah ... truck, like it was explained. I see a steady spread of those figures, both CapEx and R&D expenditures over the next 8 years. Maybe some comments. I would like to use the existing capacities as efficient as possible. It's better to go in a second shift or using the capacities that we already have at the moment. For example, the PANTHER, we extended to 220 pieces a year. We have there potential. We have also on the ladders potential, we prepared the last year even for going to 2030 meeting these goals. There will not be this big peak here, having a new space or whatever. Trying to get the best out of what we have already is I think the main message. A general question on the EV versions, because they're considerably more expensive than the combustion engine models. I mean, how should we think about the funding? You mentioned, okay, there's maybe some subsidies from public sources, EU, for instance. Generally, I think the budgets of fire brigades are thin, especially from voluntary fire brigades. I mean, don't you think that this will be a major obstacle in the selling process? Not necessarily. The way you explain, I would say yes, but it's a little bit more than this. What we can see the subsidies are by far more potential or more potent than it looks like. It's not so easy to get access to them. This is one of the major activities, what we have right now to help our customers really to find access to available and existing funds. There is a lot from the European Union, and there's a lot, and now even driven by the crisis, which is boosting the wish to be independent from gas and from oil. This is one aspect. The other thing is, we are right now in the ramping up phase of the electric vehicle industry. You can really expect that battery production will go up and the battery prices will. They're going up because of the material cost, but it will finally go down. There is really some good forecast on that. We expect that the gap between traditional vehicles and electric vehicles will become less. Third, you need to see it a little bit more in a wider picture. It's not related to the procurement or to the price of the unit itself. We go for more preventive maintenance contract. We go for more all-in orders and projects where we take care for 10 years and nobody has any kind of risk of cost other than an accident, and an accident should be covered by insurance anyway. This is something where the model itself will change as well. What's the gap in terms of total life cycle costs? There is already some setups and some configurations where the life cycle costs are already now less than you have with a traditional one. It really depends very much on the overall setup. As long as the range extender, for example, will still be a combustion engine, you cannot completely get rid of some of the maintenance cost. The battery generation, which will come up very soon, let's say in 2, 3 years, you will have minimum twice the capacity in the same space like you have right now. More and more it will become a pure electric truck, and then even maintenance costs come down. May I add one thing? You might remember we sold 4 RT to Basel. Mm-hmm. Those replace 8 existing trucks. This is another aspect. Yeah. My last question would be kind of the implied pricing uplift. When I do the math on your target when it comes to the vehicle sales, 2030 compared to now, there's about EUR 100,000 uplift on the implied average price per vehicle. I mean, of course, there's an inflation aspect to it, and then there's a mix impact to it. Purely from a product group per se, meaning area, sorry, the aircraft, industrial and municipal vehicles, do you pencil or expect any mix change to that? Look, if you take this, if you talk about this 30% or this 100,000 EUR, and this 100,000 EUR, if our average price over the entire fleet is about 400,000 EUR nowadays. Now you take 100,000 EUR plus, we divide, and we take this 100,000 EUR, 30%, 33% of this 400,000 EUR. This 25% divided by 8 is 3%, so it's a cost increase per year of 3%. It is already becoming more efficient in the production plus inflation. We are pretty much in a range which is not out of this range, where we usually move ahead. I can add one thing again, one figure. We went down with the number of PANTHERs in 2021 from 15% of turnover to 11%, and of course, we believe that those numbers will come up again in the midterm run. Good afternoon. I have also a question on the EVs. We already talked about the battery capacity of this really spectacular looking PANTHER EV. Mm-hmm. When I look at such a big EV, a question comes to mind, how many semiconductors on average do you have to build into this vehicle? Do you also experience the same shortages the auto industry is experiencing at the moment, and how do you deal with it? I hope you will accept my apology that I cannot give you a proper answer now on the number of semiconductors. You know, the overall setup of the PANTHER from the construction, from the design and architecture of the electric drive system, is not too far away from the RT. We have more battery capacity, yes, and we have more electric motors. We try to keep it in a family of components, simply for some sort of efficiency reason and aspects as well. It is not too over electrified or electronically loaded. Yes, there is something in. For the time being, the semiconductors have not been our major concern in the supply chain. Hello. Thank you very much for the presentation. I have first a clarification on the research and development cost. I'm not sure, you said also EUR 250 million. Can you give us the percentage of sales that you are expecting for research and development in this period? Also EUR 250 million on R&D over eight years. Regarding the margin, I'm following the questions of my colleagues. It is a very, very ambitious target, taking into account that this 7% is above the margins you had the last few years. At the same time, trucks are going to be more expensive. I was wondering if you expect the margin of the electric truck to also be higher than the traditional, or it's because you are expecting more aftermarket sales and more margin coming from the rest of the business? It's actually both. Yeah. We will go up with our non-vehicle sales. Mm-hmm. Because I explained we will, in every other segment, grow over proportional and it is also true that the price level is much higher. The RT is costing about EUR 1 million, as you know maybe already. Also the AT Electric, I think the truck displayed over there is costing around EUR 750,000. That's substantially higher than a non-electric truck today. Both effects will pay into the higher profitability. Finally, well, you know the analyst always like to look into the short term, and I know we are more talking about the medium and long term, but can you give us some insight of what are your expectations in case we go to a scenario of recession in U.S., maybe in Europe? Is this sector going to be more resilient than before, taking into account all these trends that you were commenting? Yeah, we believe that the industry is more resilient than the general economy. However, we saw that those effects in this case hit us with a delay of about one year. That gives a bigger question mark to 2024, I would say. But for the short term, we are having the situation that we see the price increases. That was the reason we brought down our guidance to an EBIT of 1%-3%. And you saw also the measures what we do in the short term to improve or to secure those figures actually. And we will have to see, like I explained, what is possible out of our transformatory measures, out of this T&E initiative I mentioned. We have not valuated those projects. We have now a very long process list, a project list, and we have to condense it down to those things we really wanna do, and then evaluate those to have a good outlook for the years 2023, 2024, and so on. Sure. Maybe a follow-up. Do you expect is there any upside on the cross-selling of the different models that you are presenting? Are you thinking about, I don't know, offering a project for installing all the electric devices needed to have all these electric trucks, and maybe offer a full package with different trucks? I don't know. What is your view on this? You mainly think that if we increase our scope of supply in the product range. Did I get it right? Bottom line, we will not leave our core competence if it comes to our product range. Whenever we want to widen our scope of supply, then we mainly focus on partnerships. Yes, we want to be really a full supplier, but this is not necessarily said that everything has to be manufactured and developed by ourselves. This is our, really our red line. Yeah We are following. Maybe you saw also in the strategy, so the stationary fire protection. This is one business that, especially fire department or even customer, have already a truck from us, or equipment or a component, and that's why it's also here at our Rosenbauer City, so the stationary fire protection. You saw it also in the strategy, we would like to extend it, yeah, to get more out of it. I think we have very good solutions in, and having already, for sure, new customers in the future, but also the existing customers that we have on the vehicle business, we try to get also here out some more business, and I think that's very important for us. Now we make a bridge of the two things what we said. We believe that stationary firefighting and mobile firefighting might even grow together in the future more than it was connected in the past. Yeah. That's why we have a strategic goal to develop both our lines, because it might be really the future of firefighting, and that's why we want to be pre-prepared for. It's not working? In this sector, it's very important, obviously the auctions. It's mostly auctions, no? How it works. How are you going to convince your clients, the different local governments to just have an approach similar to what you are offering? Are you going to tell to visit all of the different clients and teach them about the different possibilities of how this is going to come, no? Mm-hmm. That different local governments are really going to need these products. Yeah that you are offering. Basically all our firefighting customers are somehow connected to governmental authorities anyway. Our contact all over the world to Ministry of mainly Ministry of Interior, as Ministry of Interiors, are handling the fire departments. In some cases you have Ministry of Disaster Prevention or depends from country to country. This is a normal approach, and especially if we talk about specific high technology products like we have, it is crucial and mandatory to provide all these advantages and the features and the understanding that there is something out which makes a difference in advance. If you simply respond to specifications, then it is a battle of price. That's why this kind of consultancy level, what we need to provide, maybe consultancy is not 100% the correct word, but this is crucial and for that reason, we have to approach governments in this regard. This is something we need maybe to extend. Another aspect I heard out of your question, if we have this wide range of services, more and more clients are really lost somewhere because they don't even know where to start to dig into information. They are looking for somebody at one point of contact who can provide a comprehensive solution for their needs. This is another point of view in our sales activities in the markets. Are there further questions from the auditorium? Mr. Remis. Two more follow-ups, please. Firstly, on the supply situation on chassis. I mean, there were recently comments of the Scania management board saying, okay, there is a kind of a relief to the situation. Build rates are likely to increase. What's your take on the situation? Is there any sort of improvement tangible to you? Yeah, especially the information that we got out and when the Ukraine crisis started, so the message was, we can't tell you anything. You know, it will be delayed. We can't tell you when you will get it, you know, what's already in pipeline. Yeah, this is the one side, the availability, and the other side is the price side, yeah? Maybe you wrote it. MAN was not very happy with my comments because the supply chain was very bad, and I know that, yeah, and they have a supplier in the Ukraine, especially for their wirings. We for sure increased the pressure again because the chassis is very important. I would say the most important thing beside the RT that we can do the chassis by ourselves, yeah. Only the AT, the MAN chassis is very important. What we saw the last weeks, it's getting better. We got also the information that we will get more out of the pipeline of MAN, and this was a good news. I would say on the supply chain, not, you know, telling you stories that is already in line again, the last weeks were very stable. We got information that it's getting better. It's not getting dramatically better, but it's going step by step better. Even on the price side especially, the big topic is the energy topic. Is the energy going up again or not? I can tell you now at the moment, it's I think the main part, especially for, steel and aluminum, what the prices will be. The last days and weeks we see declining prices. For me, at this point, yeah, where I'm standing now, the last information were very positive for us. One question related to the topic of wildfires, which you elaborated on. I mean, is there any way you can give us a revenue potential? We are now in a phase where we are working on business plans, where we are working on cooperation plans. There is some idea on how much the business will grow in the field of vehicles. A total picture, I need to tell you no, we are now in the developing phase. There will be something because this is one of the targets we need to bring it down now to even business models. We are now forming this topic. We are forming how to create overall packages. I just give you one answer or one detail to make it clear why it is so difficult. When we introduced the idea of this excavator to our colleagues in the sales department, there was really the question, "For what do we need the excavator?" Yesterday, at the booth, introduction, then there was the information about the satellite in detection. We could see where the fires are, where the wind direction comes from, and where it will move to. When it then came to the point, now you can decide where you bring excavators to remove the fuel, then it made this famous click, and it became something, it was- Makes sense. Feasible and understandable. This now is really in the process. I can hopefully very soon give you an answer in figures on this question. Are there further questions from the auditorium? No? Maybe probably one addition to the RT. As we had a freeze on the presentation, we saw on a kind of an old list. As far as I know, we have signed one or two more contracts for the RT. One is very interesting, a small municipality. I'm not sure whether you want to add something on that. I mentioned that I came. Sorry. From the signing of Okay It was the municipality of Nörvenich, and we just signed yesterday, 1 hour ago, this supply contract for the city. Without telling you the name of the city, we have received another order from United States as well, but there we need to get this final signature in hand. We could have increased the number. Yeah ... of orders by 2. It was not correct anymore. Yeah. Having said so. I have a pen here, so it's easy. Having said so, I'd like to close today's Capital Markets Day. Thank you for participating, and yeah, we go ahead with the next point of our program. Thank you very much. Thank you very much. Thank you also to those listening online. Bye-bye. Yeah. Thank you