Warm welcome to EcoOnline's third quarter report presentation. I'm Göran Lindö, the CEO of the company, and with me here today I have Siw Ødegaard, our CFO, and Andreas Nordsjö, VP of Corporate Development. We will give you today an update on how we take part in the ongoing green and digital transition. Let's move in to the quarter three presentation and our agenda for today. Today I'll first gonna give you a short introduction about EcoOnline and our growth strategy and long-term market opportunities and our long-term target. After that, Siw, Andreas, and me will give you an update on our quarter three business and financial highlights. Last we will finish up with a Q&A. Stay tuned. Who are EcoOnline? EcoOnline is a leading software as a server provider creating safer and more sustainable workplaces. We have a broad state-of-the-art, industry-agnostic EHS solution, not dependent on any industry nor any customer size, and we invested to make it engaging, user-friendly, and configurable. You don't need any custom code to make it fit to your processes. We also have a very large and growing and loyal customer base of 7,000 customers to learn from with low churn, high net retention, and great development. Last but not least, we are 485 talented colleagues driven by the purpose of protecting people and the environment. We also recently got awarded by Verdantix, an external research institute, to be one of the leaders in the EHS Green Quadrant of software companies globally. That we are proud of. We have a leading position in all the Nordic countries, U.K. and Ireland, as well as feet on the ground also in U.S. Why should companies care about EHS software? Well, EHS challenges are material, and they have a severe effect on both employees, companies, and the society. Just have a look at some of these statistics here. Almost 40 million workdays are estimated lost in U.K. only due to poor health and safety at work, and 25% or every fourth employee in Europe do worry about safety in their workplace. Unfortunately, they have a reason to do it. More than 3 million severe accidents happens in Europe every year, and 200,000 people die due to their work every year in Europe. In addition, hazardous chemicals is also still a major problem standing for, you know, 25% of European Union’s health cost is connected to cancers developed due to workplace exposure, and here chemicals is one of the big thieves. In a recent study in Sweden, 3,600 Swedish companies were surveyed, and unfortunately, 80% of them did not follow the routines that is in place for compliance, but not only for compliance, but keeping their workers safe and keeping their workplace sustainable. It's a huge challenge, and it's a lot to do for companies out there, and it's also a great cost to society. In addition, companies have a direct return on investment from investing in EHS software. We can, for example, see in studies that $1 or AUD 1 invested in EHS actually give almost $6 back in return. In addition, absence from work would reduce by 25%, and you can reduce your EHS costs connected to accidents and incidents by 40%. Of course, in addition to this direct return on investment for companies, there's also huge brand and long-term benefit in increasing your competitiveness towards talent, towards customers, towards suppliers, but also to attract capital and be more attractive in the financial markets. Very, very strong reasons for companies to invest. How is then this exciting EHS software market look like, and what trends do we see? Well, it is a very attractive virgin market. We estimate that around 80% is still white space out there, so vast majority of companies still use manual and substandard tools and routines and not having a leading software service solution for this. There is already a strong underlying compliance demand. It's the REACH regulation regulating chemicals in Europe and OSHA regulating occupational health and safety at work and the similar regulations in all regions of the world. Of course, the digitalization is already ongoing and increasing day after day. In addition to this, recently the pandemic has put health and safety, and also digitalization, closer to us personally, but also higher up on most corporate agendas. As well as we've seen some regulatory updates in EU for the EU health and safety framework that will come this summer saying that zero people should die due to their workplace in European Union by 2027. A quite ambitious target that needs digital and proactive investments to succeed. I'm also really glad to see that EU now will go out with the EU Taxonomy in December this year that will push also for more climate actions. In addition, it's great to see that also U.S. has come on board on this ESG and CSR agenda and with Biden's Build Back Better plan that clearly puts ecologically safe and green and digital higher up also on U.S. agenda. All in all, we estimate that our EHS software market is around EUR 5 billion already this year, and will grow for between 15%-20% annually year after year for a long time forward, given the very, very small penetration in the market today. A great foundation for long-term growth. How is then EcoOnline's offering looking in this exciting EHS software market? Well, we have four main products. It's our health and safety module, where you can manage and act on your EHS risks. It's our environmental and sustainability module, where you can set and meet corporate ESG targets. We have our chemical management module, where you can empower your employees to do safe and sustainable choices, and ensure that you have the safety information available for your employees, when they are working with chemicals. As well, it's a tool to actually author safety data sheets for chemical manufacturers and distributors. Last but not least, we have our training and learning module, where you can streamline your employee and team training and give access to an extensive library of EHS courses and also micro lessons. This all comes together on a modern multi-tenant SaaS platform that we developed to be proactive, user-friendly, and highly configurable. We also invest quite a lot in innovation in this area. We have, for example, frictionless reporting that you can do with your mobile phone and also get help with a smart bot. We have also invested in a machine learning team that works with both looking at artificial intelligence and other learning experience to improve the experience in our tools. How do we arrive here at this position? Well, EcoOnline has had a very strong development since inception. We were founded in 2001 in Tønsberg, Norway by Kjell Hamnes, a former salesperson of chemicals, and he started the company due to that he saw the risk of chemical use in workplaces. He also started directly on the Internet, so we are native sustainable and native SaaS. Through the period until 2017, we developed our footprint within the Nordics, reaching around 4,000 customers and NOK 97 million ARR. After that, we have expanded both internationally, especially in U.K. and Ireland, but also in U.S., and also expanded our offering into an EHS platform. As you can see, after 2017, we have attracted 2,000 new customers organically, and that is net the customers that left us through churn. We have actually grown our ARR base by 4x until quarter two this year, and we'll come back to the quarter three result in short. All in all, also, you can see that for the last six and a half years, ending at quarter two this year, we had an organic ARR growth of 29%. Last but not least, to the right in this picture, you will see our organic ARR target of NOK 1.1 billion by 2025. This is an increased target from NOK 1 billion last time we presented. Why did we increase our target and our ambition until 2025? Well, there are both strong internal and external factors for this. If we start with external ones, we have seen stronger tailwinds and more regulations happening that will help us to basically increase adoption in our virgin market. We also have increased our own customer base. We have broadened our own offering and have much more to offer to our existing customers. We continuously invest and build up in digital marketing and sales and marketing resources internally. In addition to that, we have executed two acquisitions and have also integrated them successfully. All in all, this has brought us to increase the target to NOK 1.1 billion by the end of 2025. With that, let's sum up our growth strategy and how we will get there. As you remember, we have a very clear and very well-defined path to our NOK 1.1 billion organic target. First, we have the great opportunity to grow with our existing 7,000 customers, and we have now updated the estimate in the total potential of ARR upsells and cross-sells within the customer base to an additional NOK 1 billion of ARR. That comes from both an expanded customer base and an expanded offering. In addition to this, we will grow also with accelerating new customer intake, riding the adoption wave, and helping to get more of the 80% white space adopted into EHS software. We will also continue to develop our offering organically and hence be able to sell more to all existing customers and also find new paths into new customer intake. In addition to all of this, we have and will continue with inorganic growth, trying to find both talent and products that fits our platform. We have a long list of 300 potential M&A targets, identified and always try to have a handful of targets in quite close coordination and discussions. All in all, we have really, really strong external factors, a very strong position, and also strong internal momentum to reach our NOK 1.1 billion of ARR target by 2025. With that introduction about our market and where we're heading in our strategy, let's move into our quarter three update and highlights. A lot of positive things have happened in quarter three. To start with, we have reached NOK 408 million of ARR. That is a 35% growth year-over-year, whereof 24% organic. We attracted 151 new customers organically, and in total added 371 customers to the customer base, also including the 220 customers from Chymeia and Pilotech acquisitions in July. We're also glad to see that we now have got to start some physical customer events that we have executed successfully and getting some closer cooperation with our customers again after the COVID pandemic. We also see some successful pipelining of new offerings with both learning and crisis management building up some promising interest in our customer base and also from new customers. We can also see that some customers have started to use our products to really report on their progress to support United Nations SDG targets going forward. That's really promising from many perspectives, of course. Last but not least, we had a good and strong offering development, not least from acquisitions with, in case of Pilotech, a new crisis management tool that we acquired in July, well in line with the new EU 2027 framework, and then also a new SDS authoring tool from Almego, highly automated and with more jurisdictions than we have had prior to this. Also great addition to the EcoOnline EHS platform suite and family. Warm welcome again. Let's now have a bit look at these achievements in 2021 quarter three in a bit more detail. First out, the ARR base. As we said it, we growed it 35% and reached NOK 408 million of ARR. We are continuing to grow faster outside Nordics and also faster outside chemical management. Now we have around 1/3 of our ARR base outside chemical management and around 1/3 also outside the Nordics, and have a strong development of all products in all regions. Let's now look at the ARR base the last 12 months in a bit more detail in how it's developed. In this waterfall, you will see that our ARR grown organically by 24%, quite evenly driven by both NOK 42 million new sales and NOK 47 million upsell and cross-sell. In addition to 18 million churn drives 110 net retention, a strong net retention in the existing customer base, bringing a good customer intake in all products, in all markets. In addition to this, we have also last two months executed acquisitions that constituted another NOK 47 million of ARR, all in all, reaching NOK 408 million. We see both strong growth both from new customer sales and customer success in all regions and all markets. We can also see that the cross-sales that will come over time will medium- term increase net retention. Short-term, if you saw, we have decreased the net retention some, and it might also decrease some going forward short-term, but medium- term, it will increase when we have time to build both pipeline and interest in our now broader offering within the existing customer base. Let's now take a look at the long-term development and also our last quarter development on the next slide. The last quarter, we moved from NOK 375 million in quarter two to NOK 408 million now in quarter three. That's a 9% increase quarter-over-quarter. It was a good development in all areas, as we said. Year-over-year, that constitute of 35% total growth, including a negative currency effect of -4% and an organic growth of 24%. As I said, this makes a solid ground for our long-term development towards our NOK 1.1 billion target by 2025. Excuse me. How has then this looked in terms of new customer acquisition? What new customers have we attracted in the quarter? Well, we attracted 151 customers in quarter three, despite being in a vacation quarter. Several large and strong new wins in most markets, and specifically in U.K. and the Nordics. I'm really glad also to see some of these new customer quotes, where they point out that they're choosing us because our technology innovations, our ease of use, and our broad solution that they can grow with over time. Key decision criteria for new customers to choose EcoOnline. Also great to see that we continue to attract customers in all customer sizes and also a broad spectrum of industries. As you can see, the trend also continues that we attract more of our ARR, around 60%, a bit more, outside the Nordics and also a bit more than 60% outside of chemical management. Still driving our ARR base towards outside Nordic and outside chemical management further. With that, update on ARR and sales, I like to hand over to Siw that will tell us a little bit more about our financial development, recognized revenue, gross margin, and cash development. Thank you, Göran. As our ARR base is increasing, so is our recognized revenue. We are reporting LTM Q3 recognized total revenue of NOK 401 million. With a pro forma revenue of NOK 427 million. This represents a year-on-year increase in total revenue of 51% with a recurring revenue growth of 53% and a non-recurring revenue growth of 43%. During this period, the recurring revenue share of total revenue increased from 86% to 87%. We continue to enjoy strong, stable gross margins with a gross margin one of 94% and a gross margin two of 84%. We are reporting LTM Q3 adjusted EBITDA of NOK 3 million, and at the end of the third quarter, we have our team of 485 FTEs. We are continuing to invest quite heavily in the further build-up of our organization in order to facilitate for further growth and expansion as we are heading to become a NOK 1.1 billion company by 2025. We are, however, a bit behind our planned recruitment due to the COVID, but we expect to catch up fully by early next year. We have a solid and very comfortable cash position at the LTM Q3 2021, a cash flow from operational activities amounted to NOK 16 million. There are some fluctuations during a 12-month period, and that is due to the fact that we are invoicing our customers on a yearly basis, mostly upfront. We are invoicing their customers mainly in the period of November to January. We are therefore accumulating quite a lot of cash during the fourth and the first quarter, while we are having negative cash flow during the second and third quarters. At the end of the third quarter, we had a cash balance of NOK 435 million, so very strong financial platform for further growth. As of last week, we have strengthened our financial position even further. We then announced a financial restructuring that lower our interest rate significantly and expand our financial facilities. The new credit arrangement give us a total framework of EUR 150 million, whereof EUR 35.5 million will be used in the refinancing of our current debt, which is in senior secured notes and carried an interest of 9.5%. The remaining EUR 114.5 million. Sorry, EUR 114.5 million will be available for the financing of further acquisitions. The EUR note carries an interest of 5.95%, and they are including elements of ESG-linked performance criteria. The notes matures at the end of December 2025, and the financing restructuring is provided by Ture Invest AB, which has been our main financial partner since 2018. We are very pleased about this new financial restructuring that will significantly lower our interest costs, and it will secure additional financing for us to be able to execute on our M&A strategy. More financial information on the full financial statements are to be found in the report that we published earlier this morning. Now Andreas will give you a business update. Thank you, Siw. Yeah, and as mentioned, I'm Andreas Nordsjö, the VP of Corporate Development, and I'm here to talk a little bit about our integration strategy and our overall M&A strategy, and then also give you a little bit of insight on the trends we see in our industry, and especially the ones that revolves around the ESG movement and how we can play an important part of that. First of all, as we've seen before and heard Göran talk about before, we've made eight acquisitions since or in the last three and a half years. What we've done with all of these acquisitions, even though they're all quite different, but we've made sure we invest a lot of time and effort into each of these integrations to actually really capture the value we see in adding these talented teams and great products. Like I say, even though the integrations are unique, we do have a few principles that we've stuck with in all of these processes and that we see is a key success factors in order to succeed with integrations. First, one that we believe is very important is even before we make an acquisition, we define the target states together with the targets management team in DD process to really make sure that once we sign an agreement, we hit the ground running, and we aim towards the same target. That we feel is really important. If we can't agree on that target state, then most likely that target and EcoOnline is probably not the perfect match. Another key important factor is that we always try to identify quick wins within each of the integration streams. That is really good to send a signal internally that this is where we're heading, and things are actually happening, and they're happening fast. Especially for the team that joins through that acquisition to see that we're accomplishing things together very early on is definitely a good starting point. Overall, I think probably even more importantly, is the culture we're building around M&A as part of our strategic focus areas. That's something that we communicate frequently to everybody at EcoOnline, and it's becoming a natural part of everything we do. We've sort of fostered a welcoming culture that we hear quite a lot from people joining through acquisitions, that everybody's open and welcoming when it comes to new products, new teams, different experiences that can help bring sort of us further along in our sort of growth journey and make us even better together. That, I think, is a very important aspect as well when it comes to successful integrations. Just as a quick example of what we can achieve in a quite short time, we can have a short look at Pilotech that we acquired in Q3 just a couple of months ago. Up until now, we have already co-located together with the team here in Oslo, in the EcoOnline Oslo office. All customer-facing colleagues at EcoOnline has already received initial product training in order to be able to talk about this crisis management offering to both prospects and existing customers and identify potential interest. Maybe even more important is that the offering is already part of our platform, and it's integrated so that customers, when they join or when they log into our platform, can see this new offering, and if they purchase it, they can log in to that offering straight from our platform. It's also a part of our external marketing when you go into EcoOnline website and look at the offerings, Crisis management is one of them. We also initiated a cross-selling campaign with focusing on prioritized existing customers in a structured manner where we tailor the message to certain groups of our customer base to see if this is a good fit. We also received quite a good initial interest through that campaign. That will progress in the next couple of months as well. If we look at the overall M&A strategy of EcoOnline, as I mentioned, it's part of our core strategic focus areas. We have three strategic focus areas and one being M&A, and I think that sets a bit the tone to show how important we believe M&A is for EcoOnline and our sort of future growth prospects. We definitely see a great potential in both enter new geographies through M&A, also scaling an existing market, building scale, and last but not least, expanding our offering to relevant HSEQ software adjacencies to further strengthen our offering and make sure we meet more needs that our customer have. Along all these M&A rationales, adding talent and customers is a key criteria that we really look for and that we see is bringing a lot of value. Getting people in that have industry experience, that know how to grow and build a software company, is critical for us to continue to scale. Since 2016, we've made nine acquisitions, and three of these has happened in 2021, and we still have a very strong pipeline of more targets that we look into, and we definitely believe that M&A will continue supporting us in our sort of company-building journey going forward. Another sort of more external industry observation that we see, and I think a lot of us see that as well, is the increased focus on ESG. We definitely see that we are in the middle of that shift. There are a lot of underlying factors that I think support this focus and a few is mentioned here. First of all, we see a lot of upcoming regulatory drivers that will further increase the focus on this. Just as an example, the EU Taxonomy that will be implemented quite soon will put quite a lot of pressure on companies to present what they are doing and actually achieving in terms of sort of reducing their environmental impact. Another, I think is also that there is definitely a need for standardization of ESG data. There's a lot of sort of personal definitions and different ways of positioning yourself into this. With more and more standardization, we'll also demand a lot more support in order to show that you're actually achieving something. You can't tailor the message to fit sort of your own story. I think also the capital markets are driving this development and accelerating it. Most asset managers and others want to invest in green companies and companies that are actively acting towards a better future. Also another aspect that we feel is really important and will sort of definitely support the need for more advanced software support in the ESG area is the extension from just Scope 1 to Scope 3 tracking. Meaning that you go from just tracking what you as a company are, your own footprint to the entire sort of life cycle of either your services or your product and see how the entire life cycle affecting the environment and other external factors as well. That, of course, requires a lot more comprehensive data and software. As a concrete example on how our customers today are using our software to support their ESG journey is a Norwegian industrial municipality that has set a target of reducing their chemical use by 10% in 2022 by using our software. That supports them in achieving a few of the UN Sustainable Development Goals. For instance, the 3.9% reduction of work-related illness and deaths due to chemical exposure, and 12.4, the need for sound management of chemicals to minimize adverse impacts on human health and environment, and an additional seven other sub goals. We feel that we play an important part as of now, but we're also investing heavily in our own offering that we have within both environment management and corporate social responsibility, and are also looking into different M&A opportunities that will further help strengthen us and support our customers in their ESG efforts. Now over to Göran that will sort of summarize our quarter three highlights. Thank you, Andreas and Siw, for great updates. Let's now summarize the quarter three 2021 highlights. We have reached NOK 408 million of ARR. That is a 35% year-over-year growth, whereof 24% organic. We also had a strong revenue growth of 51%, reaching NOK 427 million pro forma revenues in the quarter three report. We attracted 371 customers, whereof 151 organically. We also see that our products are started to be used for reporting on UN's SDGs. We made two acquisitions in July that added great offerings to our EHS platform. We have a strong cash flow of NOK 16 million positive, reaching NOK 435 million of cash balance at the end of quarter three, a strong foundation to further organic growth. We have also refinanced and gotten great new debt financing and ESG-linked note that significantly lowered the interest costs for the existing debt, but also gave an additional M&A financing facility of another EUR 114.5 million. Great for further also inorganic growth. Last but not least, we have increased our organic ARR target by 2025 to NOK 1.1 billion, NOK 100 million is up, showing the belief in our position, our good internal performance, and the strong and increasing tailwinds in our markets. Thank you for your attention. I hope you feel that this is as exciting as we do, and now we open up for some Q&A. Welcome back for Q&A. I think we got some questions, Siw, here. Yes. On the list. I got some quite a few interesting questions. I believe the first one is for you, Göran. It is, "The NOK 1.1 billion target for 2025 are very ambitious. Do you see any threats to this target? That's a good question. Of course, there are always some threats. Overall, I would say we have a very balanced opportunity. I mean, we have strong external factors and tailwinds driving adoption in this virgin market, and we combine that with also having the great possibilities within the existing customer base, and also be able to develop our product portfolio further. All in all, we can grow in basically all areas, and hence we can balance where we and how we reach that target. I would say overall the risks are operational, about recruiting and performance building internally, and we are in a good pace, and we will keep focused on that. Yes. We have some viewers that are interested in more information about the new financial structure. Yes. They are asking about whether all the debt is on a new term, and at what covenants that are required. That's a good question. Yeah. That's all for you, maybe. Yes, certainly. Yes, we can confirm that the new debt structure makes sure that all our interest bearing debt now will carry an interest rate on 5.95%. That is quite a change as the previous debt was 9.5%. We are very pleased with this financial cost cutting. As for covenants, we are very pleased with the covenants we managed to negotiate as well. Because as we are very, very focused on developing our top line. One of our main KPIs is our ARR, so we have covenants that are related to ARR. The debt covenant is very much related to our main targets and our main focus on development. Exactly, how we drive the business. Yes. Very good. Yes. We have somebody who are very interested in our product offerings, and the question is as follows: "Do you have a broad offering of today, but are you missing something from your current offering, and are there any new products coming soon? Good question again. I would say yes, we have a broad offering, and we have expanded quite recently, and that's also one of the reasons we have increased the estimate of the potential in existing customer base from NOK 600 million to NOK 1 billion even. Of course there are plenty to do with the offering we have. We will always look to expand our offering both organically and through acquisitions. One other is also mentioned in this report that we are looking into is the ESG and the environmental reporting area. That we think is very important. We already have some strong offering, but we would like to enforce it further. Yes, and then we have some of our viewers are following up on this point and are asking whether we have any plans for entering new global markets. Do we, Göran? That's a good question. I mean, from one perspective, we are somewhat global. At least we have customers in many different markets, but we still have plenty to do in all the Nordics and U.K. and Ireland and European markets, so that is still our focus. In terms of new entry or strengthening our entry, I would say, it's Northern Europe and Europe is the highest priority, and U.S. as well to build even stronger position in the U.S. That is the first steps at least for us. I have a new question. You raise your 2025 ARR target by NOK 100 million. Is any of that increase due to the recent acquisitions of Pilotech or Chymeia, or should those be added on top? That's correct. That's one of the reasons. I mean, we did those two acquisitions that represent NOK 18 million ARR, so not that much today. We believe that they will drive potential organic growth further, especially Pilotech h aving a crisis management solution that is relevant for a larger part of our customer base will one part of the increased potential in cross-sell over time. They are included and should not be added on top for now. Now we have a new question. You say that you see an untapped ARR potential in your existing customer base of NOK 1 billion versus NOK 600 million previously. Can you say what has driven your increase? Yes. That's a good question. As I said before, it's a combination of when we had the NOK 600 million estimate, we took the starting point of 2021 customer base into account. Of course, now we have quite a lot more customers s ince then, that's one part of it. The other part is that we now launched learning manager, expanded offering, and acquired crisis management from Pilotech. As we have included the full cross-sell potential of all those products in the customer base and also learned a bit more about the potential that we saw is a bit higher than estimated from the beginning. That is the reason for this very large increase in potential in the existing customer base. Great. We have operational question. Can you say something about your recruitment plans and any labor market developments? Yeah, good question. I mean, we are, I think as Siw mentioned, and have been investing a lot in our staff, everything from sales and marketing to R&D and products and also some back-end functions to reach our NOK 1.1 billion target. So far we see good traction in the labor market. I mean, a lot of people are interested in working with sustainable tech. Really like what we're doing and so on. We also see that it is, and I think also more people are available after COVID-19. That also means that I think the interest to recruit people from EcoOnline has increased during this time as well. Also COVID-19 has put some, I think, high attrition in almost all companies at least. That's a balance. As of now, it's going all according to plan in terms of recruiting, and we are getting closer to the plan we had. As you said, I think early next year we'll be back on the budget that we set for this year, even if a bit delayed. Overall, a good traction, I would say. Yes. That seems to be it for the questions this morning. Yes. In the report that we submitted this morning is our contact information. If any of you have any questions you would like to ask us about later, just feel free to contact us by phone or email. Yes, please reach out. Thank you for your attention. Thank you.