Good morning, ladies and gentlemen. My name is Ivar Simensen. I'll be guiding you through this second quarter presentation by Aker Clean Hydrogen. Presenting today is Chief Executive Officer, Knut Nyborg, and Chief Financial Officer, Kristoffer Dahlberg. After they have presented, we have time for some questions from you, so you can write those in from now. With that, I hand over to you, Knut Nyborg. Thank you, Ivar, and good morning to you all. During the presentation, we will cover the following topics. First, I will give you a short brief of the company and some selected highlights for the period. I will share some reflections on the hydrogen market, our target segments, and give you a few project updates. Finally, Kristoffer will support me to go through some of the business and operational development in the period before I summarize and then get ready for the Q&A session. Aker Clean Hydrogen is a pure-play value chain integrator for industrial scale projects, both blue and green hydrogen and ammonia projects. We will develop, build, operate, and own hydrogen facilities. At the moment, we have more than 1.7 GW net capacity project and prospects in Norway, Chile, and Uruguay. We are heading steadily towards our 2030 target of 5 GW net installed capacity with a meaningful impact on reducing 9.4 million tons of CO2 emissions per year. At Aker Clean Hydrogen, we work to solve some of the hardest industrial climate challenges of our time to help reach net zero. Our main purpose is to accelerate clean energy. How will we do this? Well, we are innovating across the entire value chain, cutting waste and realizing efficiencies where possible in order to make clean hydrogen affordable for the consumer segments we are addressing. Let me give a high-level description on how we are approaching this challenge. Our focus is to make hydrogen affordable, safe, and easy. To make hydrogen affordable, we are leveraging strong relationships with renewable energy providers to secure competitive electricity cost and to configure the best mix of renewable power assets and hydrogen facility to suit a particular case. Also, our modular and configurable architecture enabling reuse will secure cost, time, and risk reduction. Safety is one of our absolute top priorities. Our modular architecture that I just mentioned is also important for safety as it improves both fabrication, construction, and operation. However, the HSSE culture, tools, and solutions that we have developed from decades of project and operational leadership in the oil and gas industry is equally important. If there's one area where the hydrogen industry should copy oil and gas industry, it should be within the HSSE area. We have learned that safety needs to be in the fingers, in the mind, and in the heart. To make the transition easy, we need to understand the end-user hurdles and set up our operations and business models in a way that reduces these. Let me use shipping as an example. We understand that ship operators see hurdles in the technology on the motor side and tank side, and also on the reliability of a reliable fuel supply of green fuel. Our aim is to remove these hurdles through a more integrated offering along this value chain that you see on the screen here. We will not only produce the fuel, we will also provide the fuel to the customer where they need it and when they need it. I will come back to that in a bit more detail when I go to the Green Ammonia Berlevåg project later in the presentation. Let me now share some selected company highlights from the last quarter. Excuse me. Our initial project portfolio is being developed according to the plan with a strong team already established. One example is the Green Ammonia Berlevåg, where we now have passed concept select and also established a strong technical solution with the support from Haldor Topsoe for the ammonia part. I'm really happy to welcome both CapeOmega and Shell on board as partner for development of Aukra Hydrogen Hub. In order to provide end users with affordable clean hydrogen, we are partnering across the value chain, as mentioned. We have recently signed an MoU with a strong international infrastructure company to collaborate on exporting Green Ammonia from Chile to the global market. All the way to the right there, we have already explained that digitalization is an important element of our cost reduction journey. Our ambition is to use it to improve in all parts of the value chain from origination and all the way to operation. During the last quarter, we signed a development agreement with industrial software company Aize, and we have already now initiated a comprehensive digitalization program together. Let's have a look at the hydrogen market in general and some of our target segments in particular. Sorry for the a bit busy slide, but direct electrification is for sure a key enabler to reduce CO2 emissions. This will be the main solution for sectors where it is technically and economically feasible. That's represented with the blue circles on the top there. However, there are several sectors where electrification is not feasible. These are the so-called hard-to-abate sectors, where hydrogen has an important role to play. Steel, ammonia, refineries, and shipping are examples of such hard-to-abate sectors where clean hydrogen has an important role. Remember that these sectors alone are emitting approximately 4 billion tons of CO2 every year. Several of these industrial processes already use gray hydrogen today, meaning there is already an existing market for clean hydrogen with limited risk to both adoption and technology. This really represents a significant opportunity for Aker Clean Hydrogen. Strong demand growth is expected in all use applications. However, we are focusing primarily on the hard-to-abate sectors that I mentioned, like ammonia, methanol, shipping, refineries, and steel plants. These sectors alone will require more than 200 GW of clean hydrogen in 2030 and more than 850 GW in 2050. Ammonia for fertilizer and industrial use represents a large opportunity given the current large gray volume that needs to be converted to clean. Aker Clean Hydrogen can leverage early track record and experience from the 450 MW gray to Green Ammonia conversion at the Herøya project. We aim to support ammonia producers globally in their strive to decarbonize their operations. Western Europe and India are particularly interesting regions. We are also developing large-scale Green Ammonia production for export in Chile together with our sister company, Mainstream Renewable Power. Within methanol, we are looking at several opportunities to become first mover as an end-to-end integrator of biogenic CO2 capture and low-carbon methanol production, leveraging both the presence in regions where you have biogenic CO2, such as the Nordics and South America, and the access through Aker Carbon Capture to their capture technology. My final example here is within shipping. We are well-positioned to leverage the strong Nordic focus on clean coastal shipping. This is a particular focus also in the Norwegian Energy White Paper that was issued in June this year. Aker Clean Hydrogen is building early track record by being involved in multiple pioneering projects, such as the Berlevåg project and the Herøya project. We are also partnering with bunkering vessel owners and ammonia motor manufacturers to develop a business model that makes it affordable, safe, and easy for the ship operator to convert to Green Ammonia or Hydrogen. For the market to really take off like we expect, there are three clear pillars for the growth. One is the consumer pull. Secondly is the political instruments and the CO2 taxes. Thirdly, the cost reduction. The increase in cost of gray hydrogen driven by the CO2 price increase is one of the most important factors in securing a transition to clean hydrogen. The price of emission within EU have increased by 170% to more than EUR 58 per ton during the last 12 months. In Norway, the government has indicated a CO2 tax level of EUR 200 per ton in 2030, and most agencies and analysts expect the price of CO2 to increase. Cost reduction is the only factor that we really control ourselves, and we have established tangible plans for how we will attack all parts of the value chain. With our effort to reduce cost through modular and configurable architecture, alongside with the continued deflation of renewable power cost, we expect the cost of clean hydrogen to be reduced with 60% over the next 10 years. As a result of consumer demand for emission-free products, increasing carbon taxes and cost reduction, we expect the market for clean hydrogen to reach parity before 2030 and grow exponentially toward 2050. Let's zoom in on the market funnel as it looks now. As you see from both the market forecast and the market funnel you have on the screen, we are well positioned to meet our 5 GW 2030 target. Our total portfolio has grown 0.6 GW since the IPO in March, and we are constantly working on growing and maturing the market funnel going forward. One example is the Aukra project that we just mentioned, that we expect to move into prospect category during the quarter we are heading into. Now that we managed to get really a strong operator consortium with both Aker Clean Hydrogen, CapeOmega and Shell, we are maturing dialogues with large off takers, infrastructure companies and renewable energy providers, and expect to grow the opportunity and pipeline category in the time to come. The Norwegian government has recently published a white paper on energy, as I mentioned. I am really happy to see a strong overlap between our ambitions and our projects, and what is stated in that White Paper. Our view is that this White Paper represents the forward leaning strategy for developing Norway to become a key player in the hydrogen economy. The White Paper includes a roadmap for hydrogen that includes five maritime infrastructure hubs, one-two industry projects with global potential, and 5-10 pilot projects for cost efficient hydrogen technology. We are excited to see that several of our projects are well positioned to be supported by the government going forward, with our strong presence in attractive locations for future maritime hubs as you see on the screen to the right. To exemplify what we have done to mature project that fit well with the White Paper, I will give you a quick update on what we are doing on Aukra, Herøya and Berlevåg. What is more natural than to start with Aukra, where we today announced that we have signed an MoU with Shell to be part of this consortium. Shell has large ambitions within hydrogen and target double-digit share of global clean hydrogen sales by 2035. We look really forward to cooperate with them to achieve this target. We are currently assessing both the 1.1 GW and the 2.6 GW solution and aim at both local offtakers at Nyhamna, local shipping and transport, as well as large scale export through the existing pipeline from Nyhamna to Easington in the U.K. and future also with a dedicated hydrogen pipeline to the E.U. We have already started developing the Aukra Hub together with CapeOmega sorry, and with Aker Carbon Capture and SINTEF as technology partners. Getting Shell into the consortium will strengthen the team even further. We have agreed to position the Aukra project as an Aukra Hydrogen Transition Hub. This means that we will start off producing blue hydrogen and as the gas profile into Nyhamna depletes, we will start producing more and more green hydrogen, and once you close down gas production, we will have replaced the blue volume with the green volume. We believe this is really an important strategy for Norway in order to establish a large and sustainable production of hydrogen to E.U. and the U.K. Herøya is another very exciting project. I mentioned it before. Together with our partners Yara and Statkraft, we are developing Europe's largest industrial scale Green Ammonia facility by converting the Yara existing gray ammonia plant to a 450 MW Green Ammonia plant and delivering all the ammonia produced to the Yara's fertilizer production in the area. The existing gray ammonia plant is the largest point emitter in Norway outside the oil and gas industry. By converting it to green, we will remove 800,000 tons of CO2 per year. The project fits perfectly with the stated ambition in the White Paper to realize one to two industrial scale projects with real industrial growth potential. As you can see from the illustration, we are well into the feasibility stage, and we are using both digital tools and standard architecture to fit the new green hydrogen system into the existing plant. We have a strong team established together working on this, and we are expecting a formal JV company soon to be launched. We also have really strong discussions with highest level of political decision makers. Finally, heading north, we are co-developing a Green Ammonia facility in Berlevåg together with our partner Varanger Kraft. We have passed now the concept select gate with 100 MW version of our modular system, prepared for future capacity ramp-up to meet increasing demand. The project is part of a wider value chain to provide this affordable Green Ammonia to the shipping and off-grid power consumers in a safe and easy way, as I mentioned a few times before. Our value chain partners are Grieg, Wärtsilä, and Store Norske. The pure Green Ammonia from Berlevåg will be picked up by Grieg's bunkering vessel, called MS Green Ammonia, and transported to the ships, drilling rigs, and off-grid power stations using motors from Wärtsilä. Store Norske aim at converting a large number of such power plants to clean fuel. You are all welcome to an event we have during the Arendalsuka. We already have a letter of intent from different off-takers for 300,000 tons per year, which is more than 3x our initial planned capacity. Together with Kristoffer, I will now share some business and operational development during the first half-year. Let's first have a look at what have we been doing in parallel with developing the projects. We have been optimizing, we have making smart solution, and we have been making effective way of executing. We have already mobilized a strong team and are progressing well on our tangible plans to cut cost. I will give you a high level description of a few of these. First on optimize. Power cost represent around 60%-70% of the total levelized cost of hydrogen. Therefore, it is absolutely vital to reduce it. Together with Mainstream and Aize, we are establishing a holistic optimization model aiming at configuring the best combination of renewable power assets, both solar and wind and hydro, and hydrogen facility to suit a particular location and demand. We are also working on smart solutions. We develop modular and configurable architecture, as I mentioned a few times, to enable reuse from project to project, and by that, reduce cost, time, and risk. We implement and further develop the digital tools that will automate the execution processes, and we will also apply industrial software and machine learning to improve operations. Lastly, on the effective side, we set up effective and lean execution models and work processes, as well as partnerships with engineering and technology companies. We collaborate across the entire value chain, as I mentioned a few times before, to make it simpler for the end customer to convert to clean solutions. To deliver on both the projects and the operational development that is needed, we need a capable team. I'm really happy to say that we have established a highly competent and strong team even faster than we had initially anticipated. We have been able to attract top talents from companies like Scatec, Ørsted, Yara, and Elkem. We now have a team with strong domain competence within both ammonia, hydrogen, and renewable. My personal experience is that diversity fosters innovation, quality, and results, and I'm especially proud to say that we have a highly diverse team with employees from more than 16 nationalities. We have also established important partnership with both Aker Solutions and Aize, as well as external expert companies that support us when needed. At the moment, we have around 35 to 40 people from these partners involved in our projects and operational developments. I would particularly like to mention the strong team from Aker Solutions in India with long and solid experience from onshore petrochemical and hydrogen production projects. I would like to hand over to my CFO, Kristoffer Dahlberg, to give you a financial update. Thank you, Knut, and good morning to all of you. I will give you a quick presentation of the results for the first half of the year. In March, we raised NOK 3 billion in equity. This gives us a strong foundation to build the company and is a great position for us to capture the expected growth in the hydrogen market as presented by Knut. Total revenue for the period was NOK 1 million. Other operating expenses was NOK 60 million and depreciation was NOK 1 million, leaving an operating loss in total of NOK 60 million. Cash flow from operating activities was a negative NOK 18 million. The difference versus the operating loss was driven by working capital differences. Costs in the period was mainly related to startup costs, to establish the organization, to establish the key tools, and getting key processes in place. Costs were also driven by project development activities, most notably in our Herøya and Berlevåg projects, in addition to business development activities. As Knut has mentioned, we have also been developing our standardization and digitalization program in the period and also been building our execution model and supply chain. Cash flow from investment activities in the period was -NOK 88 million, driven by selected company investments in hydrogen companies. In the period, we also executed short-term treasury activities to increase the return on our available liquidity, leveraging low-risk instruments such as time deposits, standard bank accounts, and money market funds. This leaves us well capitalized with a strong cash position of NOK 2.8 billion at the end of the period. With that, I'll leave the word back to Knut for some final remarks. Thank you, Kristoffer. Let me summarize on the 2021 priorities. Going forward, our three main priorities will be to mature and grow our funnel, to build a strong team, and last but not least, to drive structured cost reductions. So far, we are on track in all three areas. There is a large potential for industrial use of clean hydrogen, which we believe will be accelerated through both higher carbon prices, but also our ability to drive down cost. We have gone through that in this presentation. I'm very happy with the strong team we now have in place. We are well prepared to execute on our strategy to become a strong hydrogen value chain integrator. We also have an attractive portfolio of projects and prospects today and constantly work on both adding new opportunities to our funnel while maturing projects that are already in the funnel. Thank you. Okay. Thank you, Knut and Kristoffer. We have time for a couple of questions. You still have time to type in a question if you would like. There's a first one coming from [Adrian Bergen]. "Which of the end markets, such as steel, shipping, and so on, has the highest priority for Aker Clean Hydrogen, and why? Let me then click you back to that part of the presentation. Of course, ammonia is very important, and that is due to the Herøya project, of course, where we are embarking on converting the gray ammonia facility of Yara into a green one. We also have a strong focus on producing ammonia in Chile. We also have the Berlevåg hub, which I've gone through today. Ammonia is definitely one of the key areas. Luckily, or not luckily, but it's also important to see that that will be one of the areas where you'll have the quickest and also the largest growth. The other one is shipping, where we have been involved for quite some time now. We were part of a consortium called ZEEDS, Zero Emission Energy Distribution at Sea. We have been building solutions and offerings there for several years now. Of course, finally, the refinery is super important as well because it will come now. There are regulations within E.U. that forces the refinery in the E.U. to convert their gray hydrogen part and into cleaner hydrogen. Okay, thank you, Knut. Now there's a question from Frederik Lunde at Carnegie. "Can you indicate quarterly run rate costs going forward?" Kristoffer? Thank you, Frederik, for the question. As we mentioned, we had quite significant startup costs in the first half of the year. This is related to the buildup of the know-how in the company, the processes and the procedures, as I alluded to. Also, of course, the building of the organization. We expect the underlying run rate to be somewhat lower going forward. It will be countered somewhat by increased activity in our project portfolio, which will add to the cost base going forward. As we increase the size of the organization, that will in time also accelerate the run rate of costs a bit. That's the guiding we're prepared to give at this point. Okay, thank you. There's a question on funding and support. To which extent are the projects reliant on government support and subsidies? Most or all the hydrogen projects that we hear about these days will rely on some sort of funding. We see that there are different ways to provide funding or the right framework for a positive investment. The most important one is the CO2 tax. In the white paper from the government, they focused on the continuing focus on increasing the CO2 tax. That means that the current production emitting large volumes of CO2 will become more and more expensive, and then the delta down to the clean hydrogen production will be supported. The government also focused on a mechanism called Contract for Difference, which basically is a mechanism where the government go in and guarantee for the delta between the green or clean production cost and the alternative emitting solution. This is a super important mechanism, and we are really happy to see that that was emphasized in the white paper, and we are more than happy to assist in discussion on how to implement that. That's great. On a related topic, a question from Gard Aarvik at Pareto. At what time during project development can we expect announcements regarding project economics on individual projects, such as offtake levels, hydrogen ammonia prices, PPA levels, et cetera? I think we will have to come back to that later on. Obviously, as we move towards final investment decisions, we'll also be able to share more figures on that. Okay, thank you, Knut and Kristoffer. That's it for today's presentation of quarterly results. We thank you for your attention. Thank you.