Good morning, welcome to this presentation of the Insr quarter two result and the latest development. My name is Niclas Ward. I'm the CEO of the company, and together with me, I have Hans Petter Madsen, who is the CFO. We can move to the next slide, please. This is the setup of the meeting today. I will start with highlights and an overview of the situation, then Hans Petter will come and present the details of the financial results and the financial situation. I come back and give a bit of an outlook and conclusion of the presentation. At the end, we will have a question- and- answer question. If you have any questions, you are welcome to send them during the presentation. You do that by moving the mouse over the video, and then you will get the question icon. Click on that and write your question. Can move to the next slide, please. What is probably the most interesting information in this presentation actually happened after quarter two, and that is that Insr has signed agreements to transfer the insurance risk in the company. We will move into more details on that on the next page. We look result-wise and we look at quarter two isolated, that's a positive result of NOK 3.6 million. That's thanks to commission from the transfer of customers to Storebrand and also a positive run-off result. The first six months in total was a loss of NOK 20.9 million, and that was then due to a negative run-off result in quarter one and also on a rather high level of administrative costs compared to the plan. The transfer of customers to Storebrand, that continues to develop well, and the results are supported on that. The reason is that the booking made at the end of 2020 was needed to be realistic and slightly conservative, but also that we have a very positive development on the transfer of customers. We're very happy that many of the existing Insr customers are moving to Storebrand. In quarter two, we transferred Insr's part of the Norwegian Natural Perils Pool to Storebrand. That was made on the 30th of June. It's also important to mention that the results in Denmark isolated were positive with NOK 3.2 million. Denmark is only a run-off business, so that's a run-off result. As mentioned earlier, that was negative in the first six months. At the end of quarter two, Insr had a solvency ratio of 123%. We can move to the next slide, please. To go a bit deeper into a description of the agreements that Insr's just signed, there are two agreements. Partner of the counterparty is a company called DARAG, and it's the German company of DARAG. DARAG is a leading legacy acquirer, so they take over portfolios and wind them down, and they've also had other arrangements or agreements in the Nordics lately. There are two agreements. The first one, which is called a loss portfolio transfer agreement, that transfers all of the remaining insurance risk in Insr with a quota share reinsurance agreement. DARAG then becomes the reinsurer for all of the remaining insurance risk in Insr. That agreement is valid from the 1st of April. DARAG reinsures all the insurance risk in Insr from the 1st of April. The second agreement is a portfolio transfer agreement. When that gets into effect, we transfer all the remaining insurances and risks in Insr to DARAG, then they become the insurance provider of those risks. That agreement is dependent on approval from Norwegian and German regulators. The cost for these agreements are in total about NOK 40 million-NOK 50 million. The reason why there is an interval there is that depends partly on what the insurance result would have been for Insr between April and November. Now we give that insurance result to DARAG, but also partly on how many customers will cancel, because canceled customers do carry a cost effect for Insr. Insr and DARAG expect these agreements or the portfolio transfer agreement to be approved by the regulators. We expect the deal to be made or affected during 2021. If and when the portfolio transfer has been made, then Insr can hand back the insurance license, which is then in line with the agreement that has been made with the Norwegian regulator, that Insr should exit the insurance business before end of 2021. We can move to the next slide, please. Here, I will more summarize and give an overview of the totality of the winding down process of the insurance business in Insr. All active customers are transferred to Storebrand from the 1st of December 2020. Storebrand has since then handled both renewals and amendments. We've also had an accelerated transfer of customers, especially during the spring and summer. We have transferred some customers not on the renewal date, but earlier than the renewal date. Since the beginning of December as well, the claims has been transferred to Sedgwick. Sedgwick handles all the claims. The plan is that DARAG will take over and use Sedgwick as a claims handler. AmTrust have taken over most of the specialty insurance, the rest will now then be transferred to DARAG if the PTA is approved. Mentioned earlier, the natural perils pool or the Insr part of the natural perils pool, has been transferred to Storebrand on the 30th of June. Now we have a run-off risk transfer agreed that was signed on the 14th of August. The plan is then so that there will be no insurance risk in Insr from the beginning of 2022 or end of 2021. It's also important to handle systems and data, and with the agreement with DARAG, this process is easier because now we know where all the data should be transferred. Another part is, of course, to end all the business contracts that are not anymore needed when the insurance business will not be part of Insr anymore. With that, you can go to the next slide, please. Now I will give the word to Hans Petter, who will go through the financials more in detail. Over to you, Hans Petter. Thank you, Niclas. I will go through the quarterly results. Please take the next slides. The gross premium earned for this quarter is NOK 69.5 million. As you could see, that's a substantial drop compared to last year when it was NOK 285 million, and that is, of course, the effect of transferring the business to Storebrand. Each month going forward, the premium income will be less and less. We had gross incurred claims of NOK 60.1 million and sales cost of NOK 2.9 million. These sales costs are related to partners that receive their part of the commission that we receive from Storebrand. The insurance-related administration cost is NOK 30 million. That's down from NOK 48.3 million one year ago. The gross underwriting result was NOK 22.8 million in a negative result. The underwriting results for the reinsurers contributed positively with NOK 8.2 million. We get a net underwriting result of NOK 14.6 million. As Niclas mentioned, we have income that we book from Storebrand, and that's NOK 21.3 million in this quarter. We expect still this amount to also be in the future since we are not finishing the transfer and result of the commission is not ready until the end of the year. We had NOK 6.9 million in other items that is mainly connected with packages for people who has left the company. The net result for Norway was NOK 0.4 million positive this quarter. We had a run-off gain in Denmark on NOK 3.2 million, a net result of NOK 3.6 million. It's worth mentioning that as Niclas said that we have the agreement with DARAG is from 1st of April. That means that within the cost that was mentioned earlier, the net effect of all insurance income that we had in second quarter will be reversed. In third quarter, you will see the total effect of the deal with DARAG. Next slide, please. If you look at the claims situation, we had a gross claims ratio of 86.4%, but a net on 76.7%. Yes, take the next slide, please. The net income from the portfolio that we had transferred to Storebrand was NOK 21.3 million in the second quarter, and NOK 32 million in the second quarter. In total, we have booked an income of NOK 172 million, including the effect that we booked in 2020. Our best estimate is that it still will be some more income from Storebrand when we are closing that deal with the last payment of commission. The positive effect of transferring the Natural Perils Pool's risk to Storebrand, and moving the fund, that gave a negative effect on the profit and loss, since the size of the fund was higher than expected due to good result this year on the pool. It got a very good result that I will come back to on the next slide on the solvency situation. As mentioned, the financial effect of the DARAG deal will be booked in third quarter this year. Next slide, please. This is the development of the solvency ratio, and the solvency ratio is now 123%. You can see that the SCR, that is the figure that the government said we need to have as a solvency position, and we have now NOK 148 million in eligible capital as at end of second quarter. If you go to the next slide, you will see the movement of the capital. We had started with NOK 170 million. We had a reduction in the excess of assets that's related to the result, and some reduction of some parts of the balance sheet. We had a positive effect of the sale of the natural perils pool that went up to our Tier 1 capital. We had a negative effect of the cap of how much we could use of the Tier 2 capital. That we ended with NOK 148 million. Next slide. This is a slide to visualize a little bit how the development of the risk in the company has moved and will move forward, if you look at the solvency side. From the day we agreed on the loss portfolio transfer, you see that the insurance risk will disappear since all risk will be reinsured. At the same time, we will pay the reinsurer for that reinsurance, that will take away most of our cash. As part of the transaction, we get a bigger counterparty risk against DARAG. That's the gray one. We have the operational risk that also will be reduced going forward. When the PTA will be set in place after the approval from the Norwegian and the German FSA, there will all risk under Solvency II will be removed, we will have no insurance risk left in the company. That's when it is possible to hand in the license. Next slide, over to you, Niclas. Thank you. I will go to a bit of outlook and conclusion before we go to the Q&A part. You can move to the next slide, please. If we look ahead, the first and most important thing for us currently is, of course, to deliver on the agreements and transfer customers to Storebrand, and then in connection with PTA to DARAG. Of course, handle the obligations to the customers that we have, and also towards partners and the regulators. If we look also at Insr as a whole, the future, really two alternatives for us. One, when these processes are done, is to close the company and pay out the remaining equity as dividends. The second part is to find a transaction that involves Insr. There is still value in the company. It should be noted that value may not be easy to realize, at least to some extent. It's important to be realistic about both the potential of the transaction and also the value that can come out of such a transaction. Of course, it's also important to point out that any fundamental change to the company setup will be needed to be approved by and decided by the shareholders. If you move to the next slide, please. As a summary, we have an agreement to transfer the insurance risk. That is signed and was signed on the 14th of August. That is, of course, a very important step for us, not the least in connection also to the letter Insr received from the Norwegian FSA in June, that we needed to have agreements on the 15th of August. This is, of course, a vital part, both in the total winding down of the insurance business, but also in connection to that date. Our ambition is definitely to continue to have control of the solvency and the financial situation. There is, which we want to point out, however, still a range of outcomes, some which are challenging for the company. As Hans Petter also showed in his part of the presentation, Insr is a small company now. Even though that we are pleased with the agreement with DARAG, and as I said, it was a necessary step for us, we still have obligations. Being a small company, small deviations in the financial outcome can have quite significant effects on such things as solvency ratios and the total financial position of the company. That is still a focus area for us, which we will continue to work very closely with to make sure that we get the company all the way to the goal line. We will review a few options going forward, and everything from closing the company to finding other solutions. That is a job that can start more intensely now after we have these agreements in place with DARAG. You can switch to the next slide, please. With that, we conclude the presenting part of this session, and you are more than welcome to ask questions. As I mentioned earlier, to ask a question, you move the mouse over the video screen part of your screen, and that will make a question icon pop up. If you click on that one, you should be able to write your question. Okay. Do we have any questions this far? We have some questions. The first one is, what do you expect will happen with the Tier 2 loan? Can you take that one, Hans Petter? Yeah. That is still uncertain. Of course, after we are not an insurance company anymore, we will not have the need for the Tier 2 loan. Whether we are in a position to fully repay that loan is still not clear and will be depending on a lot of different factors going forward. It's not possible to say to what extent will it be possible to fully repay the Tier 2 loan. Okay. The next question, do you have any guidance on costs going forward as the shutdown proceeds? In the near future, the cost will not be reduced that much since we will have a lot of costs, especially relating to the IT side, with transferring data and systems and everything to DARAG. The cost reduction will materialize more at th e end of this year. For a certain month, I think that some costs are allowable, some costs go up. Of course, IT is a very heavy part of that. I just can fill in and support what Hans Petter is saying there. Before the PTA is in effect, we are also a licensed insurance company, so we need to have all the functions that is needed with such a company. Thank you. The next question, what is the expected equity value, round value, at the end of the phase down process? It's too early to say what that figure will be. There's still some uncertainty related to the cost of the DARAG deal and the cost of winding down and shut down the IT and the personal side. We hope that that will be a positive figure, but it's difficult to guide at this part. Okay. I think we have a new question in the same area. Are you able to pay out dividends before paying the Tier 2 loan back in full? I think we can theoretically do that. Of course, the cost of the Tier 2 loan is quite high. In theory, we could pay out dividends and keep the Tier 2 loan. In practice, that we are looking at, as you're into, Hans Petter, that the dividends would be paid in connection to closing the company, most likely. Everything needs to be settled one way or another. Yeah. The most likely outcome from that is if we're not ending up with any deal with the company, that will be that you pay out the capital when the company is shut down. Thank you. I think that's the last question we have. We are able to round it up, I think. Yeah. Let's wait a minute or something because there is a lag between when we are talking and when it's sent. We open up and see if there is any additional question. Yeah. No new questions appear. No. We conclude the session and thanks everybody who's been listening into this. Have a continuously nice day.