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3 Welcome
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4 Agenda Group Introduction 09: 30 – 10:00 Foundation for growth 10:00 - 10:35 Defence super cycle 10:35 - 11:15 Full potential plan 11:15 - 11:50 Strategic transformation 11:50 - 12:20 Lighthouse projects 12:20 - 12: 55 Closing remarks 12:5 5 - 13:0 5 LUNCH BREAK 13:0 5 - 13:35 Site visit 13:35 - 16:00 Final Q&A 1 6 : 0 0 - 16:45 4
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5 Our speakers for today's event Welcome Group introduction AE Full potential plan Strategic transformation Lighthouse projects PH PH Foundation for growth Defence super c ycle Anthonie de Beer CEO, Reunert Trevor Raman CEO, Reunert Applied Electronics Segment Trevor Raman CEO, Reunert Applied Electronics Segment Trevor Raman CEO, Reunert Applied Electronics Segment Mohini Moodley Group Human Capital and Sustainability Director, Reunert Paul Herselman Chief Technical Officer, Reutech Radar Systems Adelaide Oberholzer Mechanical Engineer, Fuchs Electronics Marcus Capuzzimati CFO, Reunert Applied Electronics Segment Tankermi Muyingi Business Development Manager, Etion Create Pieter Snyman Software Engineering, Dynateq International Mohini Moodley Group Human Capital and Sustainability Director, Reunert Mark Poffley Senior Advisor Rt. Lt. General, UK Army Mark Kathan CFO, Reunert Marcus Capuzzimati CFO, Reunert Applied Electronics Segment
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6 A consolidated and experienced leadership team driving Reunert Applied Electronics segment and its businesses Trevor Raman Francois Steynberg Harald Belfield Charl Barnard Teevesh Chitanand Segment CEO Fuchs Electronics Petrus Pelser Marcus Capuzzimati George Hiralal Segment CFO Etion Create Reutech Communications Reutech Radar Solutions Dynateq International Omnigo Reunert Applied Electronics Business unit leadership Reunert Applied Electronics Segment leadership
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7 Group introduction
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8 1888 Founding year 1948 Listed on the JSE ~6 441 Employees Group - wide 3 segments / Electrical Engineering / ICT / Applied Electronics International footprint Dedicated offices in 10 different countries across the world 138 years of industrial expertise built through local people expertise and international presence
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9 R13,9 in revenues with a solid balance sheet and 3 diversified segments Key numbers / FY25 Core segments / FY25 REVENUE PBIT FOCUS SEGMENT 53% 31% Power cables, circuit breakers and renewable energy 1 28% 43% Consulting, connectivity and managed services 19% 33% Defence products and selected rail/mining solutions R13,9 bn Revenue R1,5 bn PBIT 17,2 % ROCE R743 m Net cash 1. Number does not reflect renewables energy business consolidation into Electrical Engineering segment (expected from FY 202 6 r esults) Expected to shift with 2026 results
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10 Our strong value - creation system transforms structural opportunity into shareholder value, through disciplined capital allocation Our investment focus Structural opportunities Attractive economics Relevant right to win Our approach to resource allocation… … and how we create value from those resources Understand the needs 1 3 6 5 2 4 Secure capabilities Convert to solutions Scale across market Generate value Learn and reinvest
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11 Three global super cycles are reshaping global demand creating new structural opportunities – together, they underwrite the Group’s next decade AI moves into production From pilots to enterprise - scale deployment Connectivity and opex shift Favours physical and digital managed services Mid - market modernisation Substitution of legacy systems with wider digital programmes Structural demand Treaty - level commitments lock in budgets for a decade Capabilities shift The changing conflicts shift value into the electronics layer Safety and security New threat s accelerate spending for critical infra protection Defence The Age of Electricity Electricity & renewables investments outpace Oil & Gas The grid is the bottleneck Networks and protection, not generation Data centres as a new load AI fuels power - infrastructure demand Energy Transition AI and Digitalisation Today's focus
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12 Each of our segments is positioned to capture the demand surge generated by the super cycles – with Defence being the focus of today Defence Energy Transition AI and Digitalisation Reunert Electrical Engineering’s growth in circuit breakers and renewable energy positions to capture rising investment in grid and infrastructure, while expansion beyond South Africa will reduce dependence on the domestic infrastructure investment Reunert ICT combines capabilities, customer access and ecosystem integration to provide support through the full lifecycle – from AI transformation strategies to powering digital operations, while remaining close to the SME and enterprise markets Reunert Applied Electronics is built to convert structural demand into high - margin growth, leveraging the right positioning to tackle global demand, the right capability to address regional threats, and the right model to win in export markets ICT Applied electronics Electrical Engineering Today's focus
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13 Foundation for growth
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14 Key numbers Value proposition +1 400 People employed +100 Customers served across all regions 12 End - user direct relationships 12 Offices and facilities +400 of which are engineers 5 of which are international The Reunert Applied Electronics segment designs, produces and sells reliable products and solutions for the defence industry and for dedicated mining and rail applications We are the largest defence company on the JSE with more than 60 years of experience in the defence industry and a wide presence across 3 continents
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16 Over the last cycle, we operated with a federated model with shared principles and objectives at segment level Reunert Applied Electronics Segment strategy Business units Consolidated network of strong partner and key suppliers Internationalisation Increased global market share by establishing presence in selected countries Product bundling Used individual products as entry points into new markets, then leveraging a broader portfolio Portfolio efficiency Optimising operating structures, cost and asset efficiency for sustainable profit
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17 A strong and sustained performance across all key financials has proved our ability to sustain growth with an efficient capital model 5% 2021 14% 2023 18% 2025 1,3 2,5 2,6 +18% Strong and sustained double - digit growth over the last 5 years Great profitability improvements through dedicated initiatives Revenues (R bn) PBIT (%) Key financials Sustaining drivers and rationale 1,3 2,8 % 2,2 2,7 % Backlog (R bn) Capex/rev (%) Backlog trajectory increased at similar pace to revenue Strong capital efficiency even with below - average industry investment Strong financial results achieved with a balanced growth approach and efficient capital allocation x2 x7 x2 x2 Absolute value multiplier
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18 A consistent business model mix and successful diversification in the products sold, and in the geographies entered underpinned our performance 2021 X1,5 x3 x4 x2 2025 Africa Middle East Europe Asia Other 1,3 2,6 / Consistent mix over the last cycle / Engineering sales for IP development / Services for manufacturing and logistics / Hardware sales as strongest category / Portfolio diversified across product areas / Fuzes has the strongest organic trend / Radars and Weapon systems have more % / Mission equipment with inorganic impact 2021 x2 x2 x2 2025 Hardware Services Engineering 1,3 2,6 / Relevant growth of domestic market / +2/3 of revenue is outside of South Africa / New relevance of Europe and Middle East / Stronger impact of FX volatility 2021 x6 x2 x8 x1 x2 2025 Fuzes Radar s Mission equipment Communication Weapon systems Other 1,3 2,6 Business model mix (R bn) Product portfolio mix (R bn) Geographical mix (R bn)
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19 Each of the three evolution trajectories helped us to consolidate capabilities across the entire value chain, thus building our foundation for future growth Production and industrialisation Channel development and access Local expertise leading to closer end - user engagement Scaling - up new and existing products while guaranteeing reliability Customer funded and co - development initiatives End - user engagement has increased and together with local expertise we developed region - specific playbook to build a strong geographic presence Demonstrated ability to anticipate potential bottlenecks with supply - chain resilience through shortage cycles Solid proprietary IP has been developed across product categories through experienced in - house engineering teams IP and technology development Design Produce Sell
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20 Foundation for growth Who we are Our future growth ambition Ready to build on our foundation and accelerate growth Strategic transformation Full potential plan Strong defence super cycle Ready for growth with clear foundations and a defined plan Strengthened through existing capabilities and prudent capital allocation Built on a strong heritage, with proven scale across engineering , production and customer reach
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21 Defence super cycle
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22 03 Domestic relevance A long - awaited opportunity to revive South Africa’s defence industry: sovereign, affordable, independent capability at global scale 02 Regional dynamics Regional trends and threats will shape spending and funding across markets The peace dividend is over. Security is now on top of the global agenda, driven by structural demand and a new approach to warfare A durable defence super cycle is reshaping industry dynamics across geographies and Reunert Applied Electronics is positioned to capture it 01 Global attention
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23 Return of great - power competition $2,9tn Global military spending in 2025 (procurement and sustainment) Systemic shocks have materialised 61 Active state - based armed conflicts in 2024 Alliances are fragmenting +50% NATO members above the 2% of GDP in 1 yr Structural demand Treaty - level commitments lock in budgets for a decade Capability shift The changing conflicts shift value onto the electronics layer Safety and security A funded resilience tier pushes spending into critical infrastructure Global geopolitical trends are increasing the relevance of defence and are creating a structural demand with different capability needs from the past Sources: SIPRI Trends in World Military Expenditure 2025 (Apr. 2026); IMF PortWatch / UNCTAD, Suez – Red Sea shipping data (2024); SIPRI NATO military expenditure data (2024) / Defence is now a whole - of - nation issue with hybrid and asymmetric warfare putting both infrastructures and civilian populations at risk / Live conflicts across Europe, Asia and Middle East expose fragile, over - extended supply chains / Reduced external reliance pushes countries to generate mass domestically , arming reserves with affordable equipment at scale
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24 of GDP of GDP rounds/y NATO’s new target by 2035, double the old 2% pledge Defence procurement in key markets 2025 - 2030 Rise in EU defence spending in 2024 EU artillery - shell output target NATO’s resilience tier for critical - infrastructure Structural demand / A super cycle, not a spike: demand is proven by empty stockpiles, funded by treaties, extended by platform cycles / Treaty - level commitments will sustain the spending floor / Primes' backlog and approved budgets will likely be immune to electoral cycles / National budgets are aligning to a structural threats re - rating across regions / Conflicts have been draining inventories and creating stockpile replenishment needs / Asymmetric threats will materialise in new defence and dual - use demand pools 1. Based on the typical minimum in - service life of major platform classes: combat aircraft, surface warships, submarines, main b attle tanks and armoured vehicles Sources: Janes Market Forecast; NATO, The Hague Summit Declaration & 5% commitment (June 2025); SIPRI Platform in - service life i s an industry norm 20 - 25 years in - service life of major platforms 1 , requiring repeated electronics upgrades 2M +17% +44% 1,5% 5% Past Medium term Long term Now Short term
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25 Capability shift / The battlefield is changing and a shift in the approach to electronics capabilities is required to succeed Permissive Spectrum only as enabler Contested Spectrum critical to operate Battlefield Exquisite few Sophisticated platform, no quantity Expendable mass Cheaper and asymmetric solutions win Volume Slow targeting Forces with enough time to react Agile and networked Sensors close loops at machine speed Kill chain Fixed platforms Critical choice of decade - lasting kits Fast and open Tech turns over fast, upgrades are winning Refresh Procurement Requirement - led and slow Systems aged before fielding Faster and industry - shaped Requirements defined with more collaboration Scalable production and local content over custom - made one - offs Open, upgradable architectures that bolt - on new capability fast Networked sensors and data fusion for any - sensor - to - any - shooter Short lead time and low - cost products at scale Resilient, hardened systems working also with denied spectrum From To Electronics layer impact
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26 Safety and security / Defence is becoming a whole - of - society effort, opening an electronic - layer market beyond traditional weapons Sources: critical - infrastructure sectors based on EU CER Directive (2022/2557) and NIS2 Directive (2022/2555); US National Infra structure Protection Plan; expert interview Key vulnerable sectors Electronics layer impact Main t hreats / Asset destruction or damage / Direct service disruptions / Sensitive or classified information breaches / Systems manipulation and hacking DIGITAL PHYSICAL Wide - area surveillance and sensing to detect and deter physical attacks Resilient and redundant control systems that keep operating when grids are hit Secure comms and encryption protect data and command links Electronic Warfare and network defence against jamming, spoofing or intrusion Security Energy Transport & Logistics Public Service Information Systems Health, food & water
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27 1. AUKUS – Collaboration agreement across Australia, United Kingdom, and United States 2. Greenland, Iceland, and the United Ki ngdom Sources: NATO force - posture and summit materials (2024 - 25); SIPRI Military Expenditure & Arms Transfers databases (2024 - 25); Glo bal Terrorism Index 2025 (IEP); AMAP / Arctic climate research (2022); IISS Military Balance 2025; US DoD China Military Power Report & AUKUS joint statements (2023 - 25); UNCTAD / EIA chokepoi nt data; expert interview The geographical dynamics differ, but the capability demand is common: sensing, air and missile defence, and resilient electronics Eastern Flank The land border from the Baltics to Romania where a NATO war with Russia would begin Ungoverned non - air breathing space The contested commons of outer space and the seabed, where no one holds control and a range of actors exploit the lack of governance High North The melting Arctic is opening new routes and turning the region into the frontline between Russia and NATO Asia AUKUS 1 alliance and indo - pacific countries containing China, with India - Pakistan tensions adding a distinct arms - import flashpoint North Atlantic The transatlantic lifeline, w here Russian submarines push through the GIUK 2 gap Southern Flank The source of hybrid threats , migration and growing Russian and Chinese influence Iran and its proxies drive intense air - defence demand across the world’s biggest arms - import market Middle East
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28 South America Africa North America 148 10 19 289 143 41 x x x Awarded market Unawarded market Addressable market Cumulative procurement by region 1 (Awarded, unawarded and addressable 2 ) from 2026 to 2030 in R bn Priority areas with right to win Europe Middle East R ~ 14 900 R R ~500 R ~9 200 R ~ 1 100 Global Total cumulative procurement Total addressable market ~32 ( R tn ) ~0,7 ( R tn ) 1. China & Russia excluded; 2. Addressable market: cumulative unawarded opportunities based on platform procurement value, th en scaled down by the % cost share of systems and components that Reunert Applied Electronics can supply (2026 - 2030)(e.g. fuzes , radar, remote control weapon systems, communications, mission equipment) | Sources: Tamarack The dynamics map translates into a ~R32 tn procurement market to 2030, with ~R0.7 tn addressable concentrated in three priority areas Asia R ~ 5 900
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29 Demand converges on electronic capabilities, with every priority area growing rapidly despite differing regional threats CAGR 1 Change - driving areas High north 11% 1 2% 17% 15% Layered air defence Air and missile defence, radar, command & control, and electroinc warfare along borders Border surveillance Border and maritime surveillance, counter - unmanned aerial systems and affordable mass Precision strike Cheap effectors delivering precision at range , air and naval targets, kinetic or electronic Integrated air and ground defence Air, missile and ground - based defence, counter - rocket, and electronic - warfare 2026 – 2030 Priority areas Strong and durable outlook for the addressable market 1. Unfactored cumulative unawarded addressable market 2026 - 2030 Sources: Tamarack; Expert interview Eastern flank Southern flank Asia Middle East North Atlantic Key capabilities needs
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30 An opportunity to play a leading role in reviving the South African defence industry due to critical infrastructure protection requirements and national export targets Open to co - development Growing openness to co - develop and share R&D with international partners World - class engineering Decades of expertise remain the sector's core strength Self - controlled Not dependent on other countries export regulation Co - ownership of IP Selective IP sharing deepens partnerships and win potential abroad Capabilities consolidation A chance to consolidate technology and rebuild global credibility Localisation lever Local content and skills open new dialogue and market access abroad Key attributes of the South African defence industry Strategic lever to globally rebound the industry
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31 We are built for the market the super cycle is creating Right Positioning Right Capability Right Model In the right markets, with the capacity to deliver What the battlefield now values is what we do We win the way the new markets are won Our export - oriented footprint already sits in the world's highest - growth theatres , with the production capacity to deliver at the pace the market now demands We are a pure electronics player, fielding affordable, combat - proven sub - systems and solutions that are upgradable by design and reconfigurable We compete as a systems and solutions provider — turning offset and localisation demands into market entry while preserving our independence To tackle global demand To address regional threats To build presence and partner
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32 Full Potential P lan
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33 03 Offering expansion / Develop new products and adapt existing ones to satisfy new needs 02 New market expansion / Develop new path to tackle existing demand for the current product portfolio 04 Additional upsides / Binary events and other opportunistic markets A newly defined full potential plan will rely on 5 key levers of growth 2,6 7,5 x3 2025 A Revenues 5 - 7 years organic ambition 5 - 7 years full potential plan 05 Inorganic Strategy / Accelerate capabilities acquisition / Gain new market access 01 Strongholds consolidation / Strengthen presence selling products in geographies with available channels Reunert Applied Electronics' long - term growth ambition (R bn) PBIT 20% >20% 18% Investment focus Industrialisation IP and technology Channel access Channel access Across value chain 33
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34 A focused effort across specific geographies to capture new opportunities and consolidate current presence 5 - 7 Years target Africa Middle East Asia Europe Other 7,5 1. P er play: total regional addressable market, filtered by the specific target countries and by the Reunert Applied Electronics pro duct categories to be offered in each geography Priority plays Key lever Addressable market 1 Target revenue (R bn) UAE cross - sell on installed base 1,2 R bn 5,9 R bn Consolidate presence in South Asia KSA integrated multi - BU solution 4,5 R bn Strengthen sovereign capabilities Eastern Europe air defence push 24,2 R bn JV and partnership as EU gateway 7,5 R bn Establish a South - East Asia defence presence 3,9 R bn 01 Strongholds consolidation 02 New market expansion Selected countries
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35 Partnering is a key lever for success in international markets, with key agreements already secured and more under discussion EUROPE Asia Middle East Key established relationships to expand within priority regions … …and to be leveraged also to widen scope of collaboration across regions 01 Strongholds consolidation 02 New market expansion
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36 Incremental revenue through expansion into 4 strategic initiatives each with dedicated upsides Aftersales and technical support Increasing spare parts and maintenance and expanding continuos improvements Integrated solutions Development and integration of C - UAS, u nmanned weapon systems and vetronics New product developments Developing new products, ourselves or with partners, to reach untapped markets Critical infrastructure protection Winning customers in critical infrastructure protection, where our skills give us a head start Dedicated deep dive Lighthouse projects 03 Offering expansion C A B D Levers overview
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37 Vetronics C ounter - drone , u nmanned weapon systems and v etronics as key solutions to drive offering expansion and empower our positioning C - UAS Stage gated development to provide reliable systems with limited cost - to - kill Complete set of sub - systems from mission to combat management R ationale Core products from the current internal offering Unmanned weapon systems Standardise offering establishing key partnerships with platform - level prime These 3 solutions will elevate our position to a global integrator for asymmetric threats while sustaining margins 03 Offering expansion – Integrated Solutions Other capabilities s to be integrated with federated approach Mission computer Ground radar Remotely controlled weapon station Light combat management system Electro optical sensors Communication Fire control
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38 A strong pipeline of potential targets and a clear strategic framework will drive a thoughtful inorganic approach Strategic Fit Key scorecard elements identified to assess relevance of acquisition / Closes the capability gap for technology or critical IP development / Opens market access into priority geographies or complementary product portfolio Focused i ntegration / Consolidates domestic footprint while de - risking the supply chain / Targets a selected international deal size that still guarantees fast integration Financial discipline / Delivers profitability at or above segment average / Commands an EV/EBITDA multiple within sector range for efficient capital deployment Target scouting Built a solid pipeline of potential targets to be engaged in inorganic operations with diversified profiles in terms of +15 companies / Size / Geographical coverage / Capabilities relevance Consistent with the Reunert Group capital allocation framework 05 Inorganic strategy
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39 Strategic Transformation
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40 Our foundations are solid: we have embraced 4 new strategic pillars to support the delivery of our future ambition Additionally required steps of production ramp up and supply chain enhancement with spare capacity optimisation initiatives Shared strategic priorities and partnership across markets to accelerate pipeline conversion, increase backlog and book to bill 01 Securing growth visibility Structural investments focused end - to - end across the value chain to support technology, production and market access 02 Investing with discipline 03 Ensuring delivery readiness Revise the channel model for direct end - user exposure and improve our hedging strategy to mitigate FX volatility 04 Operating as One platform
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41 Detailed consolidation of cross - product pipeline to support the shift from short - term revenues to long - term shared growth 3 levers to accelerate conversion Securing growth visibility / Newly built strong pipeline aims to support an accelerated backlog conversion and provide confidence on long - term growth Order pipeline and revenue (R bn) Summary and drivers 1. Pipeline includes all dedicated commercial offers already shared with customers and a list of dedicated programmes and opp ort unities identified as priorities for development – all needs to be weighted by their probability to materialise in potential contracts 2. Ratio between YE Backlog and YE Revenues R1,5 bn R2,7 bn Near - term orders (3 months) Backlog with x1.5 years to completion x2 Expected book - to - bill 2 Redesign operating model Newly identified partnerships Regulatory certifications + R36 bn Total value of current pipeline 1 2.6 2025 2026 2027 2028 2029 2030 Pipeline Actual revenues 7.5 Delayed orders due to recent conflicts 5 - 7 years target
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42 Investing with discipline / Increased capital demand identified to fuel future growth, with investment end - to - end across the value chain / Limited to selected initiatives / Capacity ramp - up, testing infrastructure and new offering / Update of current facilities and equipment to ensure order deliveries / New operating model supporting regional presence and marketing capabilities Replacement CAPEX Expansion CAPEX R&D Self - funded OPEX Ca. 40% Ca. 10% Ca. 20% Ca. 15% Ca. 15% Cumulative 2026 - 2030 ~ 2 R bn Cumulative investment planned for the next 5 years Internal capital allocation for organic growth lever Past 1,1 - 1,3 R bn R&D Customer - funded / Additional capital provided in joint programme development initiatives with customers IP and technology Industrialisation and production Channels development and end - user access 50% 35% 15% Capital allocation breakdown by category… … and investment focus
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43 Ensuring delivery readiness / Production ramp up has already started across product categories, with additional objectives to be achieved Communication Radars Weapon systems Mission equipment Fuzes • Expected to shift production mix towards complex systems • Limited internal manufacturing to core activities, with production ramp up focused on software and suppliers • Agile workshops configuration in current facilities allowing to quickly ramp - up production • Increase focus on assembly, integration and testing • Expanded and renovated facilities for increased demand • Additional capacity via the new venture with CSG supported by extra workshare also in South Africa Consolidated business and localisation initiatives limit the need for domestic ramp - up A strong investment cycle has already concluded, consolidating production capacity Localisation strategy as a key lever to further ramp up capacity Onboarded key suppliers in growth plan to guarantee selective outsourcing and additional production scalability Ongoing scale up Ready to scale Focus of today’s factory tour
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44 Federated model One Reunert Applied Electronics platform model Operating as One Reunert Applied Electronics platform / The operating model will guarantee the evolution into a coordinated growth platform Entrepreneurship Customer ownership Responsiveness for delivery Segment platform Over the last cycle, the model fostered 3 key elements Cross - business leverage limited to product bundling Build up of a coordinated segment layer to drive the scaling with greater efficiency while keeping the businesses accountable Business areas Profit & Loss accountability Product expertise Programme delivery People strategy Aligned strategic priorities Common regional leadership Strategic stakeholder engagements Coordinated international footprint Shared specialist expertise Unlocking core synergies across businesses Retain, attract and empower talent to enable the structure
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45 Operating as One Reunert Applied Electronics platform / Our people strategy strengthens the talent pipeline, builds critical skills and increases mobility as we scale Core elements of people strategy / Strong company culture / Compelling employee value proposition / Competitive reward framework / Targeted sourcing / Structured career development / Upskilling with a dedicated AI focus / Resource pooling for critical projects / Empowerment and capability building / Talent strategy orchestrating placements & rotations / Leverage local and global skill / Build the right capability ahead of demand / Strengthen workforce expertise and mobility across segment 1 400 Segments’ employees +400 44y Average age 10y Average tenure Engineers and technical specialists across / Electrical / Electronical / Mechanical / System / Software Retain and Attract Strong pipeline and new people hired Higher mobility, with effective rotations and placements Stronger retention with lower turnover rate Develop Plan and Mobilise
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Lighthouse projects
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47 Some recent successes and ongoing developments will be lighthouse projects for the next cycle, along with a new dedicated AI roadmap Customer success stories Product and process driven AI enablement Future product enablers
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48 Customer success stories Multi - Option Mortar Fuze CheetahNAV system World - leading product with direct and indirect fire applications leveraging electronic arming A relevant force multiplier to enhance weapons' effectiveness reducing waste associated with mechanical fuzes Flagship tactical navigation system with +1 000 deliveries and localisation track record but with IP 100% Reunert - owned A core building block for our integrated vetronics offering, with strong potential across regions
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49 Future products enablers Ground surveillance radar Unmanned weapon systems New generation of compact radar to detect and track target across domains and guaranteeing air defence surveillance Strong price - performance competitiveness with potential for faster production lead time with respect to market average Co - development of unmanned vessels embedded weapon systems for coastal surveillance and security enforcement. First proof of integrated solutions delivery capabilities covering optical sensors, light combat management and weapon systems
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50 AI has already been integrated in day - to - day processes and in product development to maximise efficiency and cutting - edge technology Accelerate and enhance existing process Become a critical enabler embedded in products Structured roadmap development in synergies with other segments Software development AI - assisted coding adds engineering capacity across the technical team AI auto - tracking AI optical software for enhanced target detection and tracking Design review and test environment set up Specialised agents improve quality and consistency of design reviews or testing AI operating environment analysis Enhanced scene understanding and improved system perception of operational area Market intelligence A dedicated AI agent scans market opportunities and competitors AI enabled threats data fusion Transform sensor and system data into a coherent operational picture Documentation A dedicated agent for document preparation, now being tested for commercial pitches AI computer vision Computer - vision driver assistance improves platform safety and target detection
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Conclusion
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52 For each of the pillars discussed today there is one key message to take home 01 Introduction Shifting perspective from short - term performance to long - term growth Backed by a stronger backlog and pipeline visibility, addressing the business' historical cyclicality 02 Foundation for growth The foundation is already built, tested, and delivering Strong growth over the last cycle has built the capabilities we need to move forward 03 Defence super cycle Reunert Applied Electronics sits in a +10 year tailwind, not a cyclical spike Reunert Applied Electronics sits at the intersection of three independent global forces pushing defence demand structurally higher 04 Full potential plan We are repositioning Reunert Applied Electronics as a global integrated - solutions platform by 2030 D elivering the ambition through a potential x3 revenue multiplier and strengthened capabilities 05 Strategic transformation We have identified constraints to be unlocked to enable us to deliver Disciplined investments across the value chain and an evolution of our past operating model will support our transformation
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53 Thank you