Earnings call transcript: Pyrum Innovations Q2 2025 shows strong revenue growth

Pyrum Innovations AG reported its second quarter 2025 earnings, highlighting a revenue surge of 79% year-over-year. Despite operational challenges, the company is optimistic about future growth, projecting significant revenue increases and a shift to positive EBITDA by 2026. The stock rose by 1.17% to $34.52, reflecting investor confidence in Pyrum’s strategic initiatives and market positioning. According to InvestingPro data, the company currently maintains a market capitalization of $130.71 million, though analysts anticipate a sales decline in the current year.

Key Takeaways

• Revenue for the first half of 2025 increased by 79% year-over-year.
• EBITDA losses improved from the previous year, signaling better cost management.
• The company anticipates reaching full operational capacity by the second half of 2026.
• Strategic partnerships and innovations are driving market expansion.

Company Performance

Pyrum Innovations demonstrated robust performance in the first half of 2025, with revenues reaching €1.3 million, a significant increase from the previous year. The company’s focus on innovation and strategic partnerships appears to be paying off, as it continues to expand its market presence. Notably, Pyrum’s unique reactor design and partnerships with major industry players like BASF and Continental are enhancing its competitive edge.

Financial Highlights

• Revenue: €1.3 million, up 79% year-over-year.
• EBITDA: Improved to -€2.3 million from -€3.1 million.
• EBIT: Improved to -€3.9 million from -€4.2 million.
• Cash position: €2.8 million, bolstered by a €5.6 million capital increase.

Outlook & Guidance

Pyrum has set ambitious revenue targets, forecasting €4.5-€6 million for 2025 and up to €13 million for 2026. The company expects to achieve full operational capacity by the latter half of 2026, with potential revenues from new projects estimated at €8-€9 million. Pyrum aims to become EBITDA positive in 2026 and net positive by 2027. This outlook aligns with InvestingPro’s analysis, which shows a five-year revenue CAGR of 31%. For detailed insights into Pyrum’s growth trajectory and comprehensive financial analysis, investors can access the exclusive Pro Research Report, available for over 1,400 stocks on InvestingPro.

Executive Commentary

CEO Pascal Klein emphasized the company’s pioneering role in implementing Siemens PCS Neo software, stating, "We are the first plant on earth that has implemented the Siemens PCS Neo software." He also noted the significant increase in tire exports, which rose from 10% to 30%, underscoring Pyrum’s expanding market reach.

Risks and Challenges

• Transportation bottlenecks are currently limiting operational capacity to 50%.
• Ongoing negotiations for bank financing could impact financial flexibility.
• Regulatory changes in tire export markets may pose challenges.

Q&A

During the earnings call, analysts inquired about the impact of operational capacity constraints on revenue. The company confirmed no immediate revenue impact but highlighted ongoing efforts to resolve transportation issues. Discussions also touched on potential EU tire export regulations and Pyrum’s strategies to navigate these changes.

Overall, Pyrum Innovations AG is making significant strides in revenue growth and operational efficiency, positioning itself well for future success in the recycled materials industry.

Full transcript - Pyrum Innovations AG (PYRUM) Q2 2025:

Call Moderator: Good morning, ladies and gentlemen. A warm welcome to today’s earnings call of Pyrum Innovations AG due to the publication of the half year figures 2025. I am delighted to welcome CEO Pascal Klein and CFO Kai Winkelmann, who will start their presentation shortly. Kindly note that by now every participant is in a listen only mode. After the presentation we will move on to a Q and A session in which you will be allowed to place your question in the chat box. With this I hand over to Mr. Klein.

Pascal Klein, CEO, Pyrum Innovations AG: Good morning everybody and thank you all for joining this call. As we have done already several times now, maybe today there will be a little change on that. We will spend less time on Pyrum history and what is Pyrum. We will still have a small excursion on that sector because there are always new participants in this call who are not really familiar with Pyrum. They want to learn what is Pyrum doing and maybe become new investors. We will do a little part now on what is Pyrum doing, but then we will also have a second part in it on really what has been brand new in the last month. These are the two presenters, myself and Kai Winkelmann, our CFO. Kai Winkelmann will share with you the numbers afterwards and I will start now with the presentation itself. So, company and market.

About the market, I can tell that it is slowly happening what we are predicting since some years. In fact, since already 2020, we are saying that the export will increase, that the granulate will go down, and that the burning will go down in volumes. That’s what we see now happening in 2020 for the first time, very drastically. Why? Because most cement plants, tire burners, etc. have CO₂ certificate issues. They spend a lot of money on CO₂ certificates. They decided to burn less tires, because burning tires creates a lot of CO₂, and that’s exactly what the law wants. We saw in 2024 a decrease from 50% to 35% in burning of tires and a decrease from 30% to 25% in tires being transformed in rubber, granulate, used for children, playground, soccer fields, flooring and all that stuff.

That will still go down in volumes due to new laws, but that comes on the next slide. The only thing that has really risen drastically in the last months or weeks or even in the last year, I would say, is the export, which went up from 10% to 30% and available tires are still about 10%. What we see here is really an explosion of export. Why? Because there’s not enough recycling volume in Europe. The tires have to go somewhere instead of laying in our backyards, they have to go. That’s always a solution of the European Union. If we don’t know what to do with it in Europe, we send it abroad. It’s not our problem anymore. That will also change in some years if the information we have is right. The volume of the tires is still there.

They are even increasing every year due to electric mobility, which is consuming more tires than before. From the regulations, they’re tightening also more and more, and that is clearly in our advantage. Landfill, for example, has been banned since a long time. That is an information we gave already many times. Ban of incineration in some countries has come, but it’s not really necessary anymore because most cement plants have announced that they stop burning tires in the next years until 2030. The ban of incineration is not really legally pushed, it is financially pushed and also technology pushed. The new cement kilns are much smaller and they don’t treat tires anymore. They are much more efficient and they don’t have the size anymore to burn tires. Even technically wise, there is evolution in our favor.

Rubber granulate that was in summer 2023 has been banned for most applications by the European Union because it causes cancer, skin cancer mainly. It can go into the lungs and it does not. How can I say that it is not good to let your children play on old tires? You can imagine tires have been designed to last for 10,000 km on the road and not to support a children’s butt playing on it. There is a grace period of eight years before the ban will be definitive or final. Newest that more and more OEM outage. More and more tire industry off-takers due to new regulations are requiring in their audits circular contents. I have seen letters from car manufacturers saying if your production is not containing at least 10%, 20%, 30% of circular materials until 2030, you will be delisted. You cannot be my supplier anymore.

There is really a pressure from the car manufacturers towards their suppliers to have circular contents. That comes a lot with also the newly discussed end-of-life vehicle regulation. The ELVR that has been negotiated already now in September and will continue in October. That will oblige the automotive industry to have circular content in new cars. Instead of just burning old cars, we have to take materials from old cars and have a certain percentage of old cars in new cars. That is already happening today for the steel and metal parts, but they are excluded from the ELVR. The ELVR is really just for plastic components, so polymers that are in cars, because steel is already partly or mainly recycled. There are many discussions, even if tires are included or not.

I can tell you that we are, as Pyrum, very actively discussing with members of the European Parliament and politicians here in Germany to get that right, so that rubber is included, that tires are included in E of the air, and also that the products we are producing, which will then be used in the future in, for example, door handles of Mercedes Benz or dashboards, etc., that will count into the obligations that are coming more and more now. The increased tire export in 2024 has pushed some EU leaders even to visit us in Dillingen and to speak about our possibilities to take in tires and to increase our recycling volumes.

There is really EU discussion to ban the export of tires, so that this resource, which is more and more recognized by the European Union as being a valuable resource, it contains oil to create new polymers, medicine, cosmetics, it creates carbon to make new tires. That is a valuable resource for which it is a shame or a waste to send outside of the European Union. Therefore, it’s actively discussed at EU level to ban the export of tires. I can’t tell more about that yet, because these are discussions and there’s no final results yet. Hopefully for all of us, that will be discussed and decided in the next two to three years. For those who are for the first time here, I quickly explain again what Pyrum is doing and maybe some smaller new things on the process. Again, we are taking in tires.

One line of Pyrum is treating about one ton of tires per hour. One ton of tires per hour is then shredded, steel is extracted, textile fiber is extracted. The source of the tires is multiple, from Schwalbe, Michelin, Conti, the Mundes, local garages, Mercedes. Even from workshops here or recycling centers here in our region, everybody’s bringing us tires. That is a more and more well working system. The steel represents about 15% to 25% of the tire. That really depends on the input. You have 15% approximate in a car tire and 25% in a truck tire. Bike tires have very little steel, almost none. Then you have between 0% and 10% of textile fibers. The textile fibers also depend on the input. Bike tires have up to 10%, truck tires, almost none of them.

On average, we have around 700 kilogram of rubber granulate out of one ton of used tires. That goes then, everything after that, bucket elevator. Here is what we have developed mainly, so our reactor. The rubber falls into the reactor, is processed in the reactor, through an airtight and continuous process which separates it mainly in two first steps. One part is carbon, crude carbon, and the other thing is vaporized oil, which is mixed with gas. That is then condensed, cooled down like in a refinery, and that creates oil. That oil is then slightly cleaned. We take out of the oil floating particles and water residues. The oil goes to the tankers already into BASF. That is about 250 kg per hour. About 25% of the tires that came in at the beginning becomes oil. That goes today mainly to BASF.

BASF makes products for food format, say this Benz for many, many customers. You will find it in ibuprofen for pills when you have a headache. In fact, more or less, BASF can produce a lot of things that are made of crude oil. There are also new test runs on making chemicals also for the tire and rubber industry. The oil is really a resource that is not burned and used for the production of new products. At the end of the condensation system we have a gas. That gas can be treated by two ways. We have both systems up and running here at Pyrum at industrial scale on a daily basis. One is a combined heat and power plant, which is nothing more than an engine, a big MAN engine that is burning the gas and creates energy and heat out of it.

That is quite maintenance intensive because the gas has some fluctuations and a high hydrogen content in the oil, which is not so good for the long life of an engine. We managed to make it run quite well. The advantage of the combined heat and power plant is that you get more electricity out, but less heat. You need to pre-filter the gas beforehand because you need to take out the sulfur before then. We have another system with microturbines, which creates much more heat, a little bit less electricity. Both systems create enough electricity to power the Pyrum reactors. That part is completely self-sustaining. We just need external energy for the shredding unit and a little for the mill. The heat is also used in the mill and pelletizer. That is the last thing I explain.

What comes out of the bottom of the reactor is about 310 kg. That is about 31% of the tires that came in at the beginning. That is milled to thin powder smaller than 10 microns that goes then into a pin mixer to a dryer. For that we need the heat from the combined heat and power plant and the turbines that creates more one to two millimeter pellets, the so-called recovered carbon black. That is used in new tires from Continental and Schwalbe. Today that is sold and we have offtake agreements with them. A new thing since the last presentation we have made, we have now also green light from several coating manufacturers that will get now the first deliveries also to make coating out of it.

Another big application that is even where we, yeah, turn over positive, because carbon black for coatings have very high value. History, I will make it quick. There has happened so many things in the last 17 years, so we concentrate on the most important things. Created in 2018. Building permission for the first industrial line was 2013, which started for the first time in 2015, but it took until 2019 until it was running properly. Four years of ramping up and solving issues. We had the first oil offtake agreement with BASF in 2019 and an investment of BASF in 2020. First cooperation was Continental and Pirelli. Also in 2020, 2021 was our IPO in Oslo. 2022, the second listing in Frankfurt.

End of 2023 we have a new cooperation agreement with BASF in which we increase the oil purchasing volumes by three times to 300,000 tons of oil per year. There are a lot of plants to build and the oil offtake is there. We received a loan agreement from BASF of €50 million in order to bring us in our plant building project a big step forward. Since 2023 we are VDA 6.3 certified. I also like to say that there has been a Pyrum before and after VDA 6.3 because that has really changed the structure of our company completely. That is the automotive auditing which was necessary to be allowed to deliver recovered carbon black into the automotive industry, because the recovered carbon black is a security relevant component of a car.

For that we had to put in place quality control, quality labs, 4i systems, backup systems, etc. We had Schwalbe with the first 100% RCB made bike tire called the Green Marathon in the same year. In 2024 we successfully started the two new lines in Dillingen, or the two new reactors 2 and 3 at the end of the year. That also gave us the possibility end of 2024 to get for the first time a technical due diligence report confirming that we have reached. For those who don’t know what that means, TL9 means that technology is industrially proven. It is a proven technology that has run for more than one year on an industrial scale. Very, very important mainly to get project financings and other finances.

In 2025 we are then the first FID from our project in Czech Republic, which is we got a new big customer with VTTI with the first project in Antwerp and many others to come. The actual thing we are working on since April, May really hard, and I would say since July, even harder, is the commissioning of the biggest RCB plant on the globe, which is our, we call it TAD 2. Just for the ecological side, just a quick summary that we have done as a first in the industry, a life cycle assessment already in 2023, proving that the Pyrum technology saves 965 kg of CO₂ per tonne of used tires, which is 72% better than the recycling mix in Europe today. That was really an important milestone to show to the industry that we are not just circular, but also saving a lot of CO₂.

That is for the history. Now we go look at the actual new stuff. We have declared two new patents. There has already been a patent, a global patent on our reactor that we have now since some years that is not limited to tires, but for multiple applications. That is our reactor transforming plastics or polymers into new raw materials. We have a European patent on the thermolysis process itself. Now we have a new patent declared in 2024, end of 2024, for carbon fiber reinforced plastics. There our first prototype is running and has proven that it is able to take out again the carbon fibers from windmills, old planes, cars, etc., and to use them to make new carbon fiber products.

Another thing we’re very proud of because we have done over 100 test runs since 2022 together with Continental in a common called JDA, Joint Development Agreement, to create a golden recovered carbon black. Meaning a recovered carbon black that can be used in high quantities in tires. We have developed two new grades with them. For that we have also declared a European patent end of 2024 for that so-called golden RCB. The next picture shows now the actual status of the plant in Dillingen, which is not 100% new. It’s from April 2025. The only thing that had changed on that sky view here is that here the new asphalted area next to the power plant is now full with tires. That is our newest additional tire stock and that is really full completely. We are getting tires and not little of them.

About the next steps, here, that is the shredder. What has been colored here in orange, in green, these are the two new reactors. In yellow is the power plant and the exhaust gas cleaning as well as the gas buffering tank. This is the new mill and pelletizer and the four big green silos. You see, the two first silos are for the crude carbon coming out from the reactors, and the second two are for the finished milled and pelletized recovered carbon black. Here underground, you have the oil tanks. In red, you have the control rooms, the new tire storage. Here in the back, that giant hole is now for spare parts maintenance, etc. You need quite a lot of space for that, which we have a little bit underestimated at the beginning. Sharpening the knives of the shredding unit takes a lot of space.

You need a lot of spare parts. You need a warehouse to store spare parts, and that is something that we have learned now. That has also drastically reduced downtimes on plants because when you have spare parts there, then you want again and in an hour or two you first have to find the spare parts. It sometimes takes days or weeks. Also, throughput has a lot of influence on how well is the maintenance prepared. If something is brand new like our technology, you don’t know what happens, or you don’t know what breaks off, then you don’t know what spare parts you need. Here we are getting really a good knowledge on that part now. Now, news and facts on the plant in Dillingen. Where are we?

We have here this system with the red lights or green lights or yellow lights, meaning how good is something working. The two new lines called TAD 2 and 3, so thermolysis unit Dillingen 2 and 3, both are running stable at about 600 kilogram per hour serial production daily basis. Every time you are here in Dillingen, you see white smoke coming up here from our power plant. You see that both plants are nicely running. There is, I would say, no big issues here anymore. We have been able in the last months to increase the maintenance intervals, which is extremely good. Before, we had always a maintenance stop every four weeks. Now we were able to increase that maintenance interval to almost eight weeks, which is. Yeah, which just cuts one maintenance of three to four days per month.

That gives more production days, and we are working to increase that even further. Just one thing that you all know it, we also passed the annual maintenance successfully in August, and it worked quite well. It was planned for three weeks, and we even had some spare days at the end because it was so well prepared and all parts were there that we could even do some maintenance work that were not 100% necessary, but nice that we had some time to do them. There was also one thing in the last month that was not so nice. We had some emergency stops on line number two in which the plant shut down automatically through safety systems from one minute to the other. The good thing is it was immediately solved by the plant itself.

I have to say I’m really proud here with our team that our security systems work so well. Nothing happened. No machinery parts, no person was in harm at any moment, and we could very quickly find a mistake. It was just a firmware error. There has been an update on the control system of the plant, and that was not compatible with firmware on one controller. Some stupid thing that can happen on every computer at home can also happen in the plant, and that has been fixed. If you have heard that there has been a shutdown here at Pyrum, it was nothing drastic. It has been solved, and it was just a firmware issue. Shredding unit. We have added here additional night shift. We had in the past little issues with throughput. We didn’t have enough rubber granulate sometimes to feed the well working Pyrum unit.

We had to help ourselves sometimes with reducing the throughput on the Pyrum lines a little bit because there was not enough rubber granulate or by acquiring rubber granulate from somewhere else. In order to solve that, we have now an additional night shift. For those who don’t know it, we are only allowed to shredder over day. Now we change the nights overnight so that we have more shifts working. That has pushed us now to average of 300 tons per week of tires that we can process. We need 350 to work all lines with 600 kilogram per hour on 24/7 basis. That is for the moment 300 tons is with five days. By adding now the sixth day Saturday with two new shifts gives us about 70 tons more per week. Then we are now at full throughput in the shredding unit also.

Next is the power plant. The power plant has also caused some issues until March, April this year, but they have all been solved. At the beginning, we had some software issues and some overheating in the burning chambers, but that is solved, I would say, since around mid-April. The power plants are running stable 24/7, which we’re also proud of. At this moment, I have to say we are really a nicely running plant here in Dillingen, and we are so proud of, from the shredding to the reactors to the power plant, everything is working smoothly. We have found the sweet spot of operations for all of these units. The clear footprint, or the blueprint—sorry, blueprint is the right word—to multiply, that is now finalized. The last step we have now to accomplish is the new mill and pelletizer, which is the world’s largest one.

As you all know, we have already one mill and pelletizer, which is very, very small compared to the new one. The news on that is constructions are completely accomplished. Since June, approximately, the mill and pelletizer is producing, and each for themselves. The mill and the pelletizer are producing in-spec material at high throughputs, and that was even quicker than we thought. Just to give you an idea, on the old mill and pelletizer, it took us almost a year to get the mill to produce milled material that was in spec and could be sold. It was just producing out-of-spec material. The new mill was producing almost from day one in-spec material and at high throughput. What has cost an immense amount of time on the first mill and pelletizer is not happening here. The same thing is for the pelletizer.

It took, I think it was three days until the pelletizer was producing in-spec material at high throughputs that can be sold. Honestly speaking, that worked better than expected, and that is something that made us very happy and confident that in the future, milling and pelletizer is not really an issue anymore. What is right now, sadly, a little issue is that the bottleneck actually in the mill and the pelletizer is the transportation between the mill and pelletizer. We have already said in December to our supplier that we see a problem there, but we have been told that they are aware of issues with transporting milled powder and that they know exactly what they do. Sadly, I have to say today that we were right. The good thing is that we know how to solve that.

Already in December we gave our supplier a hint on how to solve that in case it would really create a problem. Now it is the case that this bottleneck, the transportation of the mill material to the pelletizer, is now exactly the problem that we have announced in December. It is even exactly happening in the same way as we announced it. The good thing here is that we know the solution. Our initial ramp up plan was from September to December 2025, slowly from 0 to 80% throughput in the new mill and pelletizer to have the full year 2026 at 80% and from 2027, 100%. The new plan to the newest results is that we will now be operating from September to December approximately at around 50% capacity of the new mill and pelletizer. Why?

Because the transportation system between the mill and the pelletizer is just not doing more, and the new system has to be put in place. The planning has now been, we keep the planning with 80% for 1H26. As of now, and I can’t say too much about that, if the new conveying system is put in place, usually we should be immediately at full capacity. It is more or less sure that in the second half of 2026 we will already be at 100%, maybe even a little bit earlier. That is the actual situation for the milling and pelletizer. As we speak now, it is running. We are producing now since some days in shift operation, and we are trying to increase that a little bit. If you have a conveying system that’s just not transporting more, then it’s just not transporting more.

I just gave a nice example just before. It’s like having a race car and you have forklift tires on it. You cannot drive faster with forklift tires. You need to wait until the new tires are mounted. That is here for the conveying system, the case. Here we have some new pictures. On the left you see when it was brand new and newly installed, the new mill and pelletizer had a round tour on the plant with Felix Maggart. That’s how it looked, brand new, shine and bright. That is the pin mixer. That’s the machine in fact that is making, creating the pellets. Here on the right you see a picture from the pelletizer. In fact, that is the right side of the hall. On the left side of the hall you have the mill, which has almost the same size again.

It is really a huge plant, over three floors and a thousand square meter hall. It is really giant. I also didn’t think that would become so big, but it’s really impressive to see it. Here you see a picture from this morning where it runs. Here you see directly that it runs because there’s a little smoke in the hole, and that is from the hot vaporized water and so on. This machine is warm. What you see here on the top, the silver parts here on the top, that is the dryer that is drying the pellets at the end of the process. Let’s continue. Now the new plant in Perl-Besch. Here are the details about the plan. There’s not much that has changed since the last presentation. The size, the throughput. We have now a full investment volume of €62 million, which comes for several reasons.

We have included 12.5% contingency because that’s what the project financing bank was asking for. It includes the financing cost during the building phase because now we have the interest rates from the term sheets. We have now the OpEx cost for the ramp-up period. This includes really everything, not just the building. The new CRR site is prepared, completely accomplished. Site is cleaned. The zoning plan in German, the Bebauungsplan, has been adapted and also exclusively to the building of a project of Pyrum. Nothing else can be built there than the Pyrum plant. We have received in summer the building permit according to paragraph 8a. Usually I could say now that we are allowed to build. There was one thing.

The land servicing in Germany, you call it Land Erschließung, that was a must-have in the zoning plan and in the building permit that the site in Perl-Besch has been land serviced. That means it has to be linked to the street system of Germany. If the site is not linked to the street system, you are not allowed to start working. Finally, we had a notarial act on September 11 with a lot of participants. I think there were seven participants in that notarial act, among them mainly the Catholic church and the municipality of Perl. This procedure took almost a year and was strongly supported by the structural authorities in Saarland and the city or the village of Perl. There had been many interests to be joined together. With this new land servicing solved, now we can really start.

Now we can build the road to the site, and we have immediately ordered the architect. Now the planning of the road and the foundation and the servicing of it. Here you see it. I have added a plan of the site as it is. Here you see the green part of the site. That is our new plant in Perl-Besch, in fact the building site. Here you see the street. Here’s a round point and the street that stopped here before. What you see here, the blue part, the blue building site or the blue site, that was owned by the Catholic Church. In order to access our site, we needed that small orange square, which is 10 times 7 meters. It’s really not big, it’s 70 square meters.

That was necessary; that part is not owned by Pyrum, it has to be owned by the city, because the city is the one who needs to prolong that street to the building site and then the site is serviced, and only then the older permits are valid. That has finally been signed at the notary on the 11th of September. I’m really thankful to everybody that was involved here because it was long discussions. Here you see now the first 3D picture of the new plant in Perl-Besch. That is what the site looks like today. You see it is prepared, so it’s flattened and the trees and all the other stuff that was there is taken away. Nobody needs to drive there to have a look, but if you want, you can. Partner projects and customers: we have far more than 20 projects in pipeline just with VTTI.

We have added a lot of new project potential, but we are not speaking about that yet. I said we have five, 10 running projects right now in six countries. Four are actually in permitting progress and three have received the permits now. It’s our plant in Perl-Besch that has the permit, the tire plant with SUAS in Czech Republic, and the project in Greece, Thermolysis. They have now all the permits. I said SUAS is the first now to have FID, and if everything works according to plan, we will hopefully have FID in Greece before end of the year. Recycling volume of this project is 220,000 tons, 6.4% of the European market. Over €600 million invested. Oil is completely sold and the RCB for a big chunk of it already. This graph here shows where each project is standing.

You see there are some very new ticks in the last two months. For example, the full VTTI project, Swedish project came forward. We have FID now in Czech Republic. We have new granted permits. You see all these projects are really taking speed now and soon I hope we can also announce that Unitech has also signed the contract. We are very close to an agreement. Here are the highlights from the customer project. So VTTI, which is the largest LNG terminal operator in the world, has China’s engineering contract with us and for a minimum 45,000 ton plant in Antwerp, which is just the opening door for a lot of other projects worldwide. I said Czech project has received FID, building permit, and investment agreement. It will be signed soon. I cannot tell you a lot about that, but we are very close to that.

Impactus, our Greek customer, has just signed a €2.15 million engineering contract with us, which is planned to be finished before end of this year. If everything works well, we have their FID before end of the year, we can also start there. We have Perl, Czech Republic, and Greece in the building phase next year. With Siemens, we have implemented as first plant on earth the Siemens PCS Neo software, which is groundbreaking. There are now commercials coming out between Siemens and Pyrum showing the partnership. That has already, even though it has just started some weeks ago, brought customers from all around the globe that suddenly realized that Pyrum exists and want to work with us. Partnerships with Mercedes, they are known. As a matter of time, I will skip that. Continental, also nothing extremely new. We are still working together.

Offtake agreements are running, we are delivered with tires with Continental, so that is still running quite well. Schwalbe, there are some changes because Schwalbe has now started by investing also in Pyrum. Schwalbe has participated in our last two capital increases and becomes now a much bigger shareholder, which makes me happy because the working together with Schwalbe is super, very friendly together. Now I skip to Kai.

Kai Winkelmann, CFO, Pyrum Innovations AG: Hello. Hello everybody. We are coming to the financial figures that we announced this morning. For the first half of 2025, the revenues in the first six months amounted to €1.3 million, almost up around 79% compared to the previous period. In 2024 the total output increased by 48% to €6.7 million after €4.5 million due to increase in higher capital own work and in higher revenues from TAD 2 and 3, especially the oil. The other operating income almost tripled compared to the previous year. This was due to an investment subsidy amounting to €2 million for the creation of jobs in Dillingen. The personnel expenses were up by 12% to €3.5 million due to new staff and inflation. The other operating expenses went up to €2.2 million after €1.6 million.

This is due to the new costs that occur from the operation of TAD 2 and 3, so spare parts, maintenance and running the plant. EBITDA amounted to minus €2.3 million after minus €3.1 million while the EBIT was at minus €3.9 million after minus €4.2 million. Depreciation went up to €1.5 million. This is based on the completion of plant parts that now have been taken into readiness and starting of depreciation and amortization and interest and similar expenses went up by drawing additional loans from BASF. During the last 12 months the cash was at €2.8 million on the 30th of June. After that we made a capital increase by €5.6 million. Summing up, more than €8 million available.

The forecast for 2025, we stick to the revenue forecast between €4.5 to €6 million even if we expect now a bit lower revenues from the selling of recovered Carbon Black than expected before. On the other hand, we expect more revenues from consulting agreements with partners. The total output we have to take down from €20 to €25 million to €10 to €15 million. Total output includes always parts that we order for new plants as example for Perl-Besch or for other plants. As we had some delays with the source project and in Perl-Besch financing it is not possible anymore to have €20 to €25 million of total output. This does not influence the revenues and does not influence the EBIT. For 2025 the EBIT forecast still is at minus €8.5 to minus €10.5 million. No changes on that one.

Coming to the next page, we did, Pascal, we did two capital increases during the last 12 months. We expected to get €15 million roughly. In October it was possible to create €10 million. We intended in July this year to get €8.5 million and made €5.6 million. The mess is. Let’s say that the capital markets for small caps is not very easy. To give you an example, from the €15.6 million that was acquired, more than €15 million came from, let’s say, acquisition from the management and not from the banks. It is our work, Pascal in mind, to attract investors also for the future. The current shareholder structure shows that Pascal Klein still owns 8.3%. ARML Holding, the company of the family Klein, still holds 8.3%.

Benefene also participated in the, it’s one of the business angels from the beginning, participated in the last two capital increases as well as Jürgen Oppen. BASF was diluted to 6.7%. Schwalbe is the new strategic shareholder, took part in both capital transactions and now holds 5.2%. Continental from the IPO in 2021 keeps around 0.9%. We come to the outlook and I hand back to Pascal.

Pascal Klein, CEO, Pyrum Innovations AG: I hope you can hear me. I will make it very quick now with the outlook because this way we can answer some questions. From the outlooks, the main points are complete. The bank due diligence, we are very well working with a big European bank on that. We are speaking with some investors, but I can’t say very lot of that. Increase the RCB volumes, which is one of the key points. Modifications on line number one, but the priority one was the whole last month to bring line number two, so the new Millen pelletizer, to a start in August because it has eight times the capacity of the old one. Now we have it running with a delay of approximately three to four weeks. How can I say it? We are now at about 50%.

The plan was to ramp up from 0 to 80% from September to December. I would say we are not so far away from that. The only thing is that we don’t think that before December we will crack the 50% because of that bottleneck. I’ve seen already there’s a question in the Q and A.

Call Moderator: Yes, let me just intervene.

Pascal Klein, CEO, Pyrum Innovations AG: Mr. Klein, for a short second because.

Call Moderator: We have some questions that you are not that dependent. Attendees cannot hear you. You might check your microphone as well for another time. Just switch it off. I can hear you clearly.

Pascal Klein, CEO, Pyrum Innovations AG: I turn it on and off. Yeah, I can hear you. I hope everybody else can hear me. Yes.

Call Moderator: Okay, we got some participants and they can clearly understand and hear you. Thank you very much.

Pascal Klein, CEO, Pyrum Innovations AG: Okay, I will come to the questions in a minute. We always spend a lot of time in Perl-Besch. Even though we haven’t done the inauguration ceremony in Perl-Besch, that doesn’t mean that we didn’t start there. Construction has more or less started already in the background with all the planning works and all that stuff. When we really start to build on site, it will be extremely quick on site, but we will do that before end of the year. This official starting ceremony in Perl-Besch, and what did cost a lot of time the last month was also some lobby work in the European Union for the end-of-life vehicle regulations, for the banning of export of used tires, and increased political awareness. Our brand ambassador Felix Magath was also quite helpful because he did open some political doors that we couldn’t open on our own.

I never thought that we would need to work so much in Brussels to get to here. When you see in a new end-of-life vehicle regulation that rubber or tires are excluded because there’s no technology to recycle it, you have to lift your hand and say, sorry guys, we are here. Sorry if you didn’t hear about us in Brussels, but the technology is there, the market is there. It’s not. You need to educate politicians, and that’s what we have done with more than 60 people from the Parliament now, and it’s starting to take fruits. Here is the summary. This presentation will also be accessible afterwards. That is a quick summary of the main points. Now a last picture of Felix, who has a very important sentence that we share with everybody now.

He is now one of our shareholders too, and he loves our technology, the pioneer spirit, and entrepreneurial consistency and social relevance of what we do. He cannot understand why we are not more supported by politics, and that’s why he wants to push now because it’s answering so many problems we have right now. Thanks for your attention. How do we go forward now with the questions?

Call Moderator: Yes, indeed, we can do so. Anyhow, there are some attendees who still have problems hearing you. I can hear you very clearly, and some others just put in the Q&A that they also can hear you well. Anyhow, we can now check if there are some notifications that people can hear you as well. We just move on with that and come to the Q&A session. To all the others, there will be a recording of that later on. We move on to the Q&A, and you are able as a participant to put these questions into our chat box. We start with Thomas Stenfall.

Pascal Klein, CEO, Pyrum Innovations AG: Thomas did put some questions and very good ones as always. I hope he can hear me, otherwise he knows how to contact me. Color on the RCB prices for paints versus tires. I just took the occasion while Kai was speaking to call our RCB salesperson, which is newly working for us since now two months. He is one of the biggest specialists in the RCB market and he has also opened the doors in the paint industry. You get in the painting industry approximately 40% more per ton for the same RCB. The prices in the coating industry are much higher than in the rubber industry. The volumes in the coating industry are much smaller than the tire industry. There are smaller volumes of paint you can sell to the painting industry for approximately 40% more per ton because that’s the prices they pay.

I hope that gives you an idea on that. Should I read the next one or.

Call Moderator: Yes, you can read the next one.

Pascal Klein, CEO, Pyrum Innovations AG: That would be lovely. Okay, can you explain what the issue is with the transport? Is it not enough capacity at the conveyor belt? If you know the issue, why is it left for the EPC to hold back the issue? Okay, I will try to be quite transparent here. At the old mill and pelletizer, at the beginning, the mill was not working. At the old mill and pelletizer, at the beginning, the pelletizer was not working. They were not producing the right output material. On the first mill and pelletizer, we had exactly the same problem in the transport between these two points, which was the fact that when carbon is freshly milled, it is fluffy. It is so mixed with fresh air that you cannot transport it like a solid, like sand or any other solid, it behaves like water.

The traditional conveying system that transports sand, for example, or set down carbon is not working with freshly milled material. In the ramp up phase, also here for line two and three, we did the milling. The milling worked perfectly. We put that in tanks or in bags. Some days later we started with the pelletizer. We put the carbon from the tanks, the milled material from the tanks, from the big packs in the pelletizer. That worked perfectly. The problem is that you need 20 to 30 minutes after the milling to let the milled material set down, settle, that the air goes out. Once the air is gone out, it can be transported via a dosing screw. What we have here is a dosing screw. That dosing screw can only dose the freshly milled recovered carbon black after 20 to 30 minutes it has set.

The solution in the old mill and pelletizer, that’s why we know the solution, is that we put a double screw inside. That is a screw that is air tightening and water tightening itself, meaning that you can transport with this screw even water or any liquid. As the freshly milled carbon black is behaving like a liquid, you need to transport it like a liquid. That’s what we told already in December to the supplier. The supplier said to us clearly he knows the issue, that he has been in front of that issue many times in the past, that they have a solution for that and that we have ordered an EPC, so turnkey system. If we want to mess up now with their planning, that would mean that we can take responsibility for the well functioning of the new mill and pelletizer.

That is something that we disagreed to sign. In fact, we buy a full system, it’s their problem to make that one. We are not taking any responsibility on that. Sadly, we were right at exactly the problem that we announced to them. The freshly milled material is behaving like a liquid. You will not be able to dose that with a screw. It will work with a double screw, or if you have two containers between the mill and pelletizer, meaning one is filled and one is used for the pelletizing. After half an hour, you switch. The one that has half hour settled material is then pelletized, and then you send the new material, the new milled material, in the other tank. You switch between the two tanks every 30 minutes. What we are doing right now is easily explained.

We produce half an hour, and the material has to wait for half an hour to set down. Then it can be processed with the existing transporting system, with the existing screw. We produce half an hour, we stop half an hour. We produce half an hour, we stop half an hour. That’s why we know quite exactly what the maximum throughput will be. With a second buffering tank, we can switch between the two buffering tanks, and then we will double the quantity and we will be at 100% quite quickly. That is one of the solutions that they are checking for. Add just two buffer tanks and we switch between the two of them every 30 minutes.

Or, like we have done it in the old mill and pelletizer with that famous double screw that can also transport the liquid, then one buffering tank in between the mill and pelletizer is enough. We know the two solutions to solve it. Sadly, these things are not, you cannot buy them in the next workshop. It’s not things that you can buy from the shelf. They need to be built. Our supplier will do it, of course. I hope that answers the question. The next question, I haven’t understood it 100%. Are you seeing any challenges gas engines? Not really. We are using today mainly the turbines, and our turbine supplier has not yet said anything that we couldn’t do that. I see I skipped one question. Can you confirm that specifications are to spec for tire manufacture and as a result revenues expected for first half 2026?

I think you mean that. We meet the expectations of almost the first samples that came from the mill, and the first samples that came from the pelletizer were immediately in spec. That was the big difference from the old mill pelletizer. It took two years to get the first in-spec output from the old mill pelletizer and that was not stable. The new one is really producing extremely stable output and everything is in-spec. It’s really just that issue with the transport of the milled material into the pelletizer. I am very confident because I know how to solve that, and I know also approximately how long it takes to switch that unit.

Kai Winkelmann, CFO, Pyrum Innovations AG: Okay, there was just one ad regarding the revenues. While we expect that in the second half we are going up 200% instead of 80%, we can confirm that we expect the revenues for 2026 unchanged. That there is not a drop in that. What we have said in the last call, let’s say so. Yeah, we can confirm.

Pascal Klein, CEO, Pyrum Innovations AG: Do you have enough staff to oversee the construction of the three upcoming plants and plan for them? That was one of the main things that BASF was already asking us in 2020 when they invested in us. You have to increase your team in size and in experienced people. Otherwise, once the rollout starts, you will be drawn quickly. That is why we went from 25 employees three years ago to now over 100. That is also one of the main reasons for our losses because we have these teams in place and they are working on the existing projects. If we would not have that team ready, we would have better numbers, honestly speaking. We need to invest in our staff in order to make the projects come to life. Can you give us some impression results from that question? I do not understand exactly.

Kai, do you get that?

Kai Winkelmann, CFO, Pyrum Innovations AG: Yeah, impressions.

Pascal Klein, CEO, Pyrum Innovations AG: Yeah.

Kai Winkelmann, CFO, Pyrum Innovations AG: We participated on the hit with Montega. It was a very well organized conference. We met a lot of new potential investors. There were also many that haven’t seen Pyrum before, and we got good feedback. It’s not that you just go there and you are meeting someone who says okay, I give you $100 million for the next plant. That’s the impression. We had around 13 investor meetings doubly booked, so more than 18 investors, then a group meeting and another interview with the person radio. In our opinion, quite successful.

Pascal Klein, CEO, Pyrum Innovations AG: A test facility for grinding and pellet type manufacturing had produced required quantities. Why couldn’t this be transferred directly? Have these problems delayed the conclusion with a bank financing deal? That is somebody who knows what we are doing. In fact, it is correct that we have sent already a year ago truckloads of material to the Netherlands to the same facility that the one that has been built here to test the throughput, and that is working. The mill is producing here on site the throughput that it should produce, and the pelletizer is also producing the quality and the throughput it should produce. You have to know that in the test runs last year, the mill was in the Netherlands, the pelletizer was in Germany. They milled the material, put it in big bags, drove it with a truck to Germany, and then pelletized it in Germany.

That worked perfectly fine. The point is, we have no truck driving here between the mill and the pelletizer, and we have not a delay of a day or two in between the milling and pelletizing. The only problem where the throughput is not there is that the freshly milled recovered carbon black needs 20 minutes to 30 minutes to set down. It’s like a good wet wine that needs to settle. The recovered carbon needs to settle for 20 and 30 minutes. If that is not done, you cannot transport it. If you try to transport it with a screw, it’s just not working because it’s floating through the screw like water. That is exactly the point. The two system possibilities are you have two buffer tanks, one that is resting and waiting for harvest now, and the other one is producing.

The other possibility, you have just one buffer tank and a system under it that can also transport liquids. Those are the two solutions. As we are not the builder of the plant, we are just a buyer of a turnkey process. We have declared that to the supplier and the supplier has now to build one of these two solutions. We are waiting. Normally next week we will be told one of the two things will be done or if they even have a third solution that might be quicker. I don’t see that that has delayed anything because the technical due diligence specialists that have visited the plant also see that and I see that it is nothing crucial here. Crucial would be if the mill would not produce in-spec material or the pelletizer would not produce in-spec material or not enough.

This is just a simple Westing issue, and nothing that an engineer who’s watching on it has any fear about. It just takes now some weeks to change it in respect to ramp up to 100%. What impact we are tavern revenues. I said the rest of the plant is running fully. It’s the shredder, the reactors, the power plant. We are just now, I said, at around 50% for the milling and pelletizing, and we expect really to be at 100% the quickest possible. Impact on revenues, that is more something for Kai.

Kai Winkelmann, CFO, Pyrum Innovations AG: Yes. As we said before, we expect in the second half, beginning of the second half of 2026, to be at 100% at TAD 2 and 3. For listeners from the past, they should know that TAD 1 is now running for 10 years already. It’s time to replace the reactor within the next two years. That’s what we expect. There needs to be something done on TAD 1. 100% would mean around €8 to €9 million revenues just coming from TAD 2 and 3, and we expect up to €13 million in revenues for the next year. The concrete planning has not been performed yet because we are still waiting for the results from the milling and pelletizing, and then we can get more concrete on that part.

Pascal Klein, CEO, Pyrum Innovations AG: What are your plan for the share price development? The price has not changed almost for two years. Pyrum is extremely underrepresented in the media. That’s right. Honestly speaking, that’s right. That’s exactly. Also the reason why we spoke with Felix Magath to help us. We also have a new investor since only now some months. It’s Frank Thiern, he also starts now to represent us more in the media. Yeah, I have an offer on my desk for a bigger media campaign, but I need the green light from my CFO to buy that. On your income statement, please clarify what is operating output?

Kai Winkelmann, CFO, Pyrum Innovations AG: Operating output is revenues from selling of products and, let’s say, additionally increase of finished and unfinished goods. As many of you might know, in the time where we could produce on TAD 2 and 3, there’s coming out some carbon black that has not been milled and pelletized and that’s shipped mainly to Perl-Besch where we need it in two years. The increase of finished and unfinished goods includes, let’s say, what we produce and have not yet produced sold. It also includes work ongoing, let’s say, consulting services that had partially been finished but not yet taken into the revenues. That’s the main difference. Own work capitalized is always what your staff is doing, let’s say, plus material cost.

If you buy a Pyrum plant, you have the work from your workforce that you put in that could be added to the CapEx to the plant costs so that the depreciation later on is higher because the value of the plant includes the own work. In our balance sheet, you have the mechanism that you can activate costs from CapEx as soon as they are ordered, delivered, and totally paid. Then you see it in the own work capitalized. On the other side, you see the material costs below in the material costs. I hope that answers the question.

Pascal Klein, CEO, Pyrum Innovations AG: Can we answer the next one, Kai?

Kai Winkelmann, CFO, Pyrum Innovations AG: No, we don’t name the bank. What we can say is that 30% of equity is needed.

Pascal Klein, CEO, Pyrum Innovations AG: Yeah, 30% equity. We are, I would say, in final negotiations with the region of Saarland to grant us part of the equity, which would reduce the loan part.

Kai Winkelmann, CFO, Pyrum Innovations AG: Yeah.

Pascal Klein, CEO, Pyrum Innovations AG: Can you reach your revenue targets with PAR are running at 50%? Carol, what about stops? Just that you get it. I want to explain something here. The idea what Kai had in his planning is that we went up from 0 to 80% from September to December this year. The idea was to make the plant running and to reduce the offspec because that was the experience from the old line that we produced a lot of offspec material that could not be sell so that only a little part of what came out from the million pelletizer could be sold and to reduce over the months more and more the offspec and increase the inspec. Now what we are facing here now is that we have 50% throughput which is fully inspec, which is very good. We see that we have no offspec production. That is extremely good.

The only thing that is blocking us here is that bottleneck. Of course, that will happen once the decision is made whether we get a second buffer tank or the double screw to dose it. We will have a stop of, I would say, two to three weeks to do that modification. We will have half a month to a month where we will not producing at all in the million pelletizer once the solution is delivered. I am very confident that we jump from 50% to 100% almost instantly. What is needed to finalize the bank loan? Is that still realistic?

Kai Winkelmann, CFO, Pyrum Innovations AG: It’s totally realistic. Yes, we are in talks with them since more than a year now.

Pascal Klein, CEO, Pyrum Innovations AG: We have weekly calls with them.

Kai Winkelmann, CFO, Pyrum Innovations AG: Yes, we have weekly calls and we don’t see any part that doesn’t fit. It’s a very complex part that we have there because, let’s say, this involved the capital that we get as a loan from BASF. As you might know, there’s the Saarland where we want to have them participate to exchange part of the equity. During the discussions on the business plan, there used to be, let’s say, other assumptions than we had initially. We always said we need €50 million and the bank said no, you have to add €12.5 million, 0.5% on contingency. You have to add all the OpEx costs up front, you have to add some reserves, all the bank fees and so on. That’s why we summed up at €62 million instead of €50 million. Then you have a gap on the equity.

We introduced to the bank another one from Saarland if they might manage to do it together. That doesn’t help because we need to close the gap from the equity part. That’s why we are in discussion with the Saarland. This is really going too deep in detail. It’s all about securitization discussions between BASF, the bank, the Saarland. This took, took and takes longer than we expected. We are still more than positive that it is realistic to finalize it.

Pascal Klein, CEO, Pyrum Innovations AG: Maybe to add that sentence, I was not so into bank discussions in the past of my life. I have to say I’m really impressed about this bank because they are really sitting with us on one table and they’re really searching together with Pyrum for the solution. It’s not really, we want Pyrum to deliver A, B, and C. No, okay, we help you to find a solution and they’re really extremely helpful. They even help in discussions with our region. I can just say I’m really happy with their help and I have not the single feeling that they have anything against us, against others that are delaying things, not against us.

Kai Winkelmann, CFO, Pyrum Innovations AG: Okay, for the next question, let’s say 10 concrete projects. We’re coming to around 6% of the European market. Of course, we’re working on more for the future, and we don’t plan to have 100% of the market. Yeah, we want to be a very, very good solution for that problem.

Pascal Klein, CEO, Pyrum Innovations AG: Excess energy. Next questions. I don’t see it. If there is excess energy, we use that in our shredding unit, which is the most valuable way to use it, because you don’t get the same price for electricity on the market as we pay to buy it from the market. Sorry, coating market. Do you take fines pelletized? I don’t understand.

Kai Winkelmann, CFO, Pyrum Innovations AG: I think the question if it’s powder or if it needs to be pelletized, maybe, and then you just.

Pascal Klein, CEO, Pyrum Innovations AG: Ah, yeah.

Kai Winkelmann, CFO, Pyrum Innovations AG: Coating packet in between.

Pascal Klein, CEO, Pyrum Innovations AG: No, the coating industry also want pelletized material and small amount fines. For that you need a special packaging machine.

Kai Winkelmann, CFO, Pyrum Innovations AG: Are there any plans to apply AI artificial intelligence into monitoring and managing the E2E production process? We decided to use Siemens Neo and we are the first one in the world that has decided that. We were very close to Siemens. Siemens is really working on industrial, yeah, how you call it, 4.0, including artificial intelligence. There will always be human additionally monitoring the processes. I don’t know if you want to add something, Pascal.

Pascal Klein, CEO, Pyrum Innovations AG: No. So an important RCB factor had a major fire accident recently. There has been major damage on the plant and disrupted supply chain. Seriously, how does accidents like that? I think I know what you are speaking about. We know that company. My knowledge is that it was not the recovered carbon black part, so the milling and pelletizing that burned, but it was the purely technology that took fire. Pyrum is doing completely something else. Our reactors are unique in the world. That’s why we have them patented. We don’t have moving parts in our reactors. We don’t have air leakage issues. There has been the same problem also with Black Bear in the past. I can tell you our inventor, Mr. Schultz, who had his first trial once in recycling polymers and rubbers in the 1980s, he did also burn two plants to the ground.

Before he realized that with rotary kilns, with batch ovens, with all these systems you have such a big risk of fire that he thought about a completely new reactor design with no moving parts, that’s constantly airtight over years and securized under pressurized. That was what our reactor is made for. In fact, our reactor is the answer to why there is no fire.

Kai Winkelmann, CFO, Pyrum Innovations AG: What is the expected ratio material? We have no forecasts further than that we announced in the past. That used to be positive on EBITDA basis in 2026 and net positive in 2027. We don’t have additional forecasts actually that we published.

Pascal Klein, CEO, Pyrum Innovations AG: Are there any risks that produce goods from plants in Greece and Czech Republic will lower price and therefore cannibalize the German plants? I don’t think so, because we participate in these plants. We are not just selling those plants. We are active co-shareholder and we are even in the board of these companies. The intention of being in both companies is to get the best price for both of them. I don’t see any cannibalization here. We are even consulting our partners in what are the best price that can be achieved. Okay, thank you very much gentlemen.

Call Moderator: We have no further questions in the chat box. We are slightly over time, but we took the time to answer all the questions. Thank you very much to all the attendees for staying with us, and thank you Mr. Klein and Mr. Winkelmann for taking your time to answer the questions. If there are any further questions to our attendees, please get in contact with the investor relations of Pyrum Innovations. For now we close this earnings call. For a last word I hand back to Mr. Klein and say goodbye and have a lovely weekend.

Pascal Klein, CEO, Pyrum Innovations AG: Thank you everybody for joining the call. Also for the very good questions. I didn’t see one question that was not good, and I hope we answered them quite to the best we could. Like always, we try to be as transparent as we can. I wish you all a nice day and a beautiful weekend, and hopefully weather gets a little bit better.

Kai Winkelmann, CFO, Pyrum Innovations AG: Thank you for participating, and thanks for organizing this call.

Pascal Klein, CEO, Pyrum Innovations AG: All right, bye.

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