Pyrum Innovations AG - Shareholder/Analyst Call (PYRUM) Earnings Call Transcript & Summary

Good day, ladies and gentlemen, and a warm welcome to today's virtual roundtable of the Pyrum Innovations AG. I am delighted to welcome CEO, Pascal Klein; and CFO, Kai Winkelmann, who will guide us through the presentation shortly. [Operator Instructions] So with this, I hand over to you, Mr. Klein.

Thank you very much for the introduction. So my name is Pascal Klein, CEO and Founder of Pyrum Innovations AG. So thank you all for joining us this afternoon. So as we have a lot of people joining this call, we did split the topics in, I would say, 2 parts. First part will be a general presentation on what is Pyrum, where we are standing today because there are also potential new investors in this roundtable on this webcast. And the second part of the presentation will then concentrate more on the topic of the actual happening capital increase. So let's start immediately with the presentation. So I will present the presentation today, but Kai Winkelmann is also present with us here today to help me with answering the questions afterwards. So about the company, as you all may know, we recycle tires, but we start to do also other things than just recycling tires. But let's focus first on our core market today, which is used tires. So the market is increasing. We're having more and more used tires worldwide. We have more than 30.9 million tons worldwide. And what we are announcing already now since, I would say, 5 years is that the market is turning, mainly in Europe. It has been for almost 20 years, the same, meaning that approximately half of the tires have been burned, 1/3 or 30% were transformed into rubber granulates to use on children playground soccer fields and sport fields, 10% were exported and 10% were available. So there was no actual defined use for them. And that has drastically changed last year for the first time. So granulates went down from 30% to 25%. Burning went down from 50% to 35%. And the only part that it increased was the export that went up from 10% to 30%, which is -- not a good evolution for European Union because, as we know, used tires and waste is a resource. And we are learning more and more also in our discussions with politicians that it is getting a more and more important resource as we can produce out of these waste streams, critical raw materials for the industry. So that's why we are in close discussion with members of the European Union and of the Parliament and Brussels to get an export ban as soon as possible. The first indications are for 2027, so that the tires and rubber waste and everything stays here so that we can really use it to transform it into raw materials that we all need. And if that goes through and if that works, there's a giant market available, not just for us, but also for other players in the market to get tires and other rubber ways to recycle them to produce raw materials. And another thing that has -- or 2 other regulations that are really helping us today is the ban of rubber granulates on children playground and soccer fields that will reduce the use of granulates extremely until 2031 because now there's a grace period of 8 years. And the new end-of-life vehicle regulation that should come end of this year, latest Q1 next year that gives clear obligations on how to recycle plastic or polymer components from used cars, and there are ratios of recycling content in new cars that needs to be fulfilled. And if that goes true and if our wishes are respected in that new end-of-life vehicle regulation, there will be a lot of products in new cars that will be made with our oil or our recovered carbon black. And then it's not something that is free or -- not free, free is the wrong word, it's not the choice of the car manufacturer to use it, it becomes an obligation. And that is really helping the business model to grow even quicker than we expected. So that is about the market, about the process. So most people know the process already, but I will still go through ones. So we have one TAD 1, which is our first industrial prototype line. And then we have -- since last year, we have TAD 2 and TAD 3, the 2 new industrial serial lines that are our blueprint for the rollout now. So what you see here is the example of 1 of the 2 new lines, so TAD 2 or 3. So they process 1 ton of tires per hour as an input, which we get from Schwalbe, Michelin, Continental local recyclers, over 80 garages here in the area. So for many sources, out of the tires of the 1 ton of tires, we get 15% to 25% of steel, which is immediately sold to the steel industry to make new tires and new steel wires for tires. And textile, you have about 0% and 10%, also depending on the input. So bike tires have a lot of textile, truck tires have almost no textile. So -- and that brings us to an average of about 700 kilogram of rubber that we get out from 1 ton of used tires. And that part of the process is running properly and in full capacity. So -- but only since August this year. So since August 2025, we are running at 65 to 75 tonnes per week, which was the target value. We still had some problems with foreign pieces that entered the shredder, for example, brakes or disks from brakes. These are always things that harm the shredder a lot and that can provoke a blockage of the shredder for a day 2 or worst case, if a teeth of the shredder is completely gone, the shredder is stopping for a week. So therefore, we are planning also one reason for the capital increase, a small one to purchase a tumbler, which is like a washing machine for tires, which costs about EUR 150,000 that avoids that every foreign pieces, heavy metal pieces enter the shredder and block it. But on the other hand, the shredder is running perfectly fine now, and we get enough material to feed our reactors. So then after that, with 700 kilogram throughput per hour per reactor comes our patented reactors. So they transform the rubber granulate first into oil, gas and carbon. The oil is washed. It's not washed, it is condensed, slightly clean and then it goes already in the tankers to BASF and BASF makes everything you can imagine out from our oil like it was crude oil. So you can already buy from VAUDE clothing, where the synthetic fibers are made with our oil or Mercedes, the door handles are, for example, made from our oil and a lot of other applications. And that part of the plant is also running full, so 24/7 and very, very stable, I have to say, and that is something we are extremely proud of in the plant, our reactors are the thing that works best. So like a Swiss watch. So there's not really a lot to maintain, a lot to do in the reactors. I have to say a shredder and the milling and pelletizing is much more maintenance than our reactors. And yes, so we are very proud about that and very confident that the rollout will not cause any technical issues in the future. And that's also why we have received from Royal Haskoning from the Netherlands, independent engineering office now since May this year, the STEM TRL 9, so technical readiness level 9, which is the highest level you can get. So serial approved technology ready for rollout. And you're not getting that if the plant is not doing what it should, and that makes the plant also bankable. So you get bank credits, you get access to loans. So then the gas after the reactors is cleaned and goes in our power plant, and produces enough electricity and heat to feed the whole Pyrum process. I have to say here, the shredder is taking out of that. The shredder needs external electricity, but what comes after the shredder, so the Pyrum unit, the power plant and that is self-sustaining with electricity, so we don't need to buy external electricity. And the heat is used in the dry of the mill and pelletizer, but that I explain later. And that part also the power plant is in stable operation 24/7 now since June 2025. We had some electrical issues and some software issues that could all have been solved that were all solved in June '25. And since that moment, everything is running smoothly 24/7. And yes, it's not causing any issues anymore. So on the last part, the milling and pelletizing, so to transform the carbon, which represents about 31% of the tire input next to the oil, which represents 25% of the input. So the carbon is milled and then pelletized. We have a mill and a pelletizer here in Dillingen, a small one that works together with TAD 1, so our prototype line #1. The old mill and pelletizer is able to process about 200 kilograms of carbon per hour. The new one is designed to process 1,600 kilogram per hour. So you see that there's a giant gap in between. So -- and that one was -- the design of that was finished end of 2023. It was ordered beginning of '24. The plant was delivered end of '24, beginning of '25. And now we did build it up here on site and a giant unit with over 1,000 square meters on 4 floors. And that unit is now finished since July. And since August, we are in the ramp-up. And what I can tell you is that the mill and the pelletizer are both running properly. The only -- the last missing bottleneck in the plant is the -- that you see here in wet, that is the dosing unit, that is the unit between the mill and the pelletizer. That is where the freshly milled material, the so-called recovered carbon black is stored. And from there, it is fed into the pelletizer. And we need to do these pellets because it's industrial standard. So Conti or Schwalbe or whoever buys the recovered carbon black cannot buy only the powder material because that will block their systems. They need these small pellets in their plants. So we need to pelletize it. And for the moment, we have an issue with the dosing unit. It cannot dose freshly milled material because freshly milled material is too fluffy. It is impossible to dose that properly. So what we are doing right now is we operate the pelletizer for 15 minutes. Then we have to wait 15 minutes until the material rests in the dosing unit, then we operate for 15 minutes, then we stop for 15 minutes. So that is, in fact, our bottleneck. We always have these breaks of 15 minutes -- every 15 minutes. But there is a solution. There are many solutions for that. That's also the reason why we still have TRL 9 also from the external engineers because that is not a problem. It is -- in fact, there are many solutions for that. The easiest one is you build a second dosing unit just next to it, and you operate 50 minutes with one, then 50 minutes with the other. And again, you switch between the 2 dosing units every 15 minutes, that would be the easiest solution, but not really easy to realize here in our plant due to space -- to lack of space. But the first modifications are done right now as we speak. And hopefully, we get end of this week, the first results from that test, which the supplier is doing. I have to say also the milling and pelletizing is not built by Pyrum. That is a piece that we have purchased turnkey. So all the costs that are here to modify that are with the supplier. The only thing -- the only problem for Pyrum here is that we cannot sell recovered carbon black in high volumes yet until that modification is done. So that is where we are with the plant. So that is what the plant looks like from the sky. So here, you see the shredding unit in orange, which is able to process 6 tonnes of tires per hour. So that's about 600 tires in 1 hour. Here you have the new 2 reactors, reactor 2 and 3. So TRD 2 and 3, then you have the power plant, which is really a real power plant. When you walk through it, it's like a small power plant, but it has everything that also a big giant gas power plant has. And then you have here in blue, the new mill and pelletizer that is, as said, since August in ramp up. And since September, we are operating it on a daily basis. So since end of September, we are operating every day, but the throughput is in the area of 30% to maximum 50%, but that will quickly change once the dosing unit is modified. And I said that is done right now. Then you have the oil tanks here underground, the control room in red and in [indiscernible] in dark gray, you have the tire storage, which is actually completely full. That picture was made in April. And in the back here, you have the maintenance and spare part workshop where also you need that, you have to change the knives in the shredder every 3 days, and you have to resharpen them, so we have all the tools there to resharpen the knives. So that is the footprint of a standardized Pyrum unit. The only thing that will change in the future like in Perl-Besch or the plant in Czech Republic or in Greece, what will change is that you will have a third reactor. So here, the green tower with the 2 reactors, that one will be 9 meters larger and will house a third shredder. But I would say the west stays almost the same with small modifications. So that's why this is our blueprint for the next plant. So from patent-wise, we have already 2 patents, one for the reactor and one for the process. And just end of last year, beginning of this year, we declared 2 new patents, one for carbon fiber reinforced plastics, which is a topic that we are working on already since some years. And now finally, we have a solution that was good enough to declare a pattern on that. And now we would really like to go here into the next steps so that we can maybe in some years, recycle the blades of wind turbines or lightweight cars or so many things in the lightweight sector that are made with carbon fiber reinforced plastics. And the recycling of that is today the biggest issue of that whole industry. And we have here a solution, and that's also something we would quickly push forward if in the capital increase, we get some money. And the other thing in the JDA with Continental, Joint Development Agreement, we developed the so-called golden rCB. That is the rCB that is best to use it in new tires. And for that, we needed a tire manufacturer to help us because we cannot define the in rubber performance. So to see how good recovered carbon black behaves in a rubber, you need, yes, a manufacturer to test it. And we have made far over 100 test tires or test rubber pieces to find the right mixture and that is, at the end, resulted in a new patent declaration between Conti and Pyrum, so our first product patent. So now I would like really to sum up to keep a short our USP, so what is so unique and what we do better than others and the highlights. So first things first, we have now -- it has taken a long time. But if you ask specialists for the chemical industry like BASF, they still say we have been extremely quick, we have now a fully running TRL 9 plant, so Technical Readiness Level 9, which is bankable, which has an insurance, which is really extremely complicated to get full insurance against everything against fire, machine break and even lack of production and lack of turnover. So we have all that now, and we can just copy that now. One thing which is very important that mostly politicians told us in the last months that we have to be more aware about that topic. We are not just a recycler, okay? Recycling is something very important and being green and saves CO2. But in fact, we are also an inventor of new and critical raw materials for the industry. And that is actually right now the biggest argument to get grants, to get investors is that, in fact, we are a producer of critical raw materials because our oil replaces crude oil in the chemical industry. And so we don't depend so much anymore on crude oil, and you can make everything out of our oil, not just the fuel, you can make new plastics, no fibers, medicines, cosmetics. So everything you can do from oil, you can also do it with our oil. And so it is really a critical raw material. And our oil contains, and that is a new thing that we learned over this summer, thanks to our new partnership with VTTI, biggest LNG terminal operator on earth that our oil has up to 50% biogene content. That comes from the fact that tires are made from natural rubber that is green and that is bio and that ends up in new oil. So you can, in fact, make green fuels or even green jet fuels out of our oil. And the prices for these products are much, much higher than in the chemical industry, and the market is really demanding that product in volumes that we cannot produce in the next 10, 20 years, even if we build a new plant every month. So -- and the recovered carbon black replaces carbon black in the industry. And we have to really keep in mind that 60% to 70% of the EU market depends on Russia, on carbon black. It's -- the biggest carbon black manufacturer on earth is Russia. And today, we still get our carbon black, the tire industry, the rubber industry, the plastic industry, the pigment industry, they all get carbon black still from Russia, but not directly, but they get it via China or via India. So in fact, we still get it from Russia, but just for a higher price because it makes a loop via China. And that has opened a lot of doors with our partners. And that is also one of the reasons why we are getting also now 10-year offtake guarantees because this raw material is so critical for most industries. So we are fully energy self-sustaining system. And as of what we know and what our partners say, we are the only one in the industry able to say that with a fully running power plant that runs 24/7. We have all the certificates and that took much longer than we expected, honestly speaking, but there were a lot of certificates. We had to best suit for our products, we had to get ISO. VDA 6.3, I can tell you is hell on earth. That is the automotive certificate to become a critical raw material supplier for security relevant goods. And that was almost 2 years to get that. We have ISCC for the textile industry, et cetera. We have now ESG weighting are very good and Fraunhofer confirmed that we saved 965 kilogram of CO2 per tonne, which is 72% better than the recycling mix that we have actually in Europe. And another very important key USP of us is that we have actually for all of our end products, long-term offtake agreements for 10 years and more. BASF 10-year offtake for -- even up to 15 years is, in fact, our choice when a new plant starts, if it's 10 or 15 years for up to 300,000 tons per year. That's 150 Pyrum reactors. Today, there are 3 in operation. So there's a lot to build just to fulfill that contract. With Continental, we have a 10-year rCB offtake guarantee, first of its kind in the automotive industry because the -- usually raw material supply contracts are made for 1, 2 years, big maximum 5 years. But 10-year offtake guarantee for the volume of 6 reactors is, as said, first of its kind. And Schwalbe did follow this year with also 10-year rCB offtake agreement and even a 10-year tire delivery agreement. And last but not least, that is only 2 weeks old or 2.5 weeks old, we just received a grant or our greek partner received that grant for the Pyrum plant in Greece from the European Innovation Fund, EUR 29.4 million. And that is about the technology and about the project, and that shows that Pyrum and what we do and the whole business is the core -- is one of the core focuses of the European Innovation Fund. And that is really the core focuses of the European Union. And the main reason for that is not that we recycle. The main reason is, as I said before, that we produce critical raw materials. And we would really like as Pyrum to be part of that plant in Greece. And that's also one of the reasons why we do this capital increase now because we need equity to buy shares of that plant so that we are not just the supplier and the licensee and the maintenance company, but also part of that plant. So to sum up with the partners, we have some of the biggest tire manufacturers. We have the biggest recyclers in Europe. We have the biggest oil tanking and terminal operators on Earth and in Germany and the biggest chemical company on earth that are all our partners or even shareholders. And I would say if one argument counts about what we speak here today is they cannot all be one. And believe me, they did all very hard due diligences before they have chosen our technology and before they have chosen to mix their names with our name. So about the rollout now, which is also a core topic for the capital increase. So we have over 20 projects in the pipeline, 10 have already started. And when I mean started, they have actually paid money for our engineering work and to support them with the permits and to do basic or detailed engineering, so-called PRE-FEED or FEED Phase. new projects, 6 just in the last 1.5 years. In 6 countries, 4 are actually right now in the permitting process and 3 have already received full permits, so everything. So they are allowed to build the plant and to operate it once it is built. And that is in Perl-Besch here next to our existing plant, reTire in Czech Republic and thermolysis in Greece. And that's the full volume of these 10 started projects is 220,000 tonnes per year, 6.4% of the ELT market end-of-life tire market. In Europe, the investment volume is over EUR 600 million, and that's just the projects in Europe. We are not speaking about the projects outside of Europe. Oil volume is completely sold, thanks to the offtake agreement with BASF and the recovered carbon black, 35% is sold and about 35% is under negotiation right now as we speak. And we have to be clear that these plants are not even built yet. So these plants need first to be built and everything -- or almost everything is already sold. So here about the status of the plants. So here, you see that where they are. So you see that there are different types of projects. We have 100% projects. That means these are projects that Pyrum wants to do and that we are going to be the owner of these plants. Then we have joint venture plants like Czech Republic, for example, in which we already have a share of 49% that has been signed 2 weeks ago by our CFO, Kai Winkelmann, in Prague. And for that, we have invested EUR 8.6 million, which came partly from our last capital increase. So you see the money we get from capital increases are invested in plants we are getting shares in. And part of that -- of this 49% participation is coming from the loan agreement we have with BASF. And now we have also the project in Greece, which made a giant step forward now with the grant that they have received. And here, we can participate with up to 10%. And we would really like to participate in this project with up to 10% because it's -- yes, it's one of our goals to be part of each plant and not only to deliver it and to do maintenance afterwards to really profit from the revenues from these plants. We have other projects like EXT. These are external projects like a good example is VTTI in Belgium. So in Antwerp, there we will have 0% participation, but we will have a profit participation. So we will not be active shareholder. So we'll deliver the plant. We will get the license for delivery of the plant. We will get annual maintenance fees, and we will get an annual profit participation in order to keep us motivated so that the one plant runs properly and that you could also tell us kind of a little bit like a franchise model. And that could even be expanded with a management contract, but that is not really the case here with VTTI, but that is also something that we are discussing with other investors that we do everything. We deliver the plant, we build it. And at the end, we operate it also, and we get for that management fee. So that will bring us quicker more plants. And here, you see, for example, in the partnership with UNITANK, we can get up to 49% in each of the 10 plants we are planning together with them. And we negotiated that in the contract that we are free to bring up to 49. That depends on how much equity we as Pyrum are able to raise. The more we can raise, the higher will be our share. It's as easy as that. And here, you see the black ticks are a little bit older than a year. The green ticks came all in the last 12 months. And the blue ticks like here, the FEED phase, which is the last phase before FID, funding -- the funding, permitting procedure, permits obtained, FID. So the blue ticks are those we expect very soon. So Continental, I already spoke a lot about it. It's a very important partnership for us because it's one of the biggest tire manufacturers on earth. So they are here to buy our recovered carbon black, but also to supply us with tires. And here, you can also see our reactors. So they even use a comic drawing of our reactors to explain to their shareholders and their customers how they make already today forklift tires with our recovered carbon black. They would like to do more, but the bottleneck is us. To make forklift tires, we can deliver enough. But to make car tires, we need more quantities in recovered carbon black in order to switch full production lines. We have the offtake agreement with them. And one thing I always like to say here that we have now a 10-year offtake agreement with them with a base price, which is more than double the price that we have set at the IPO. So we are in a much better situation from the raw material side that we sell than at our IPO, even at double the prices that we expected 4 years ago. Schwalbe also a very important partner. Schwalbe has even put in place a recycling system called Schwalbe Recycling System, in which boxes are put in bike stores, tires are collected, they bring the tires to us. We do our thing, and we deliver then recovered carbon black to Schwalbe and they make new tires of that. And what is new since 2025, even the oil goes to BASF. BASF produces synthetic [indiscernible] out of our oil, and they also go to Schwalbe. So since this year, even the oil goes in new tires. So Schwalbe has switched 70% of its production to our recovered carbon black already. We have a framework agreement with them for rCB end-use tires since April this year. Since end of last year, they are active shareholder of Pyrum with 5.2% participation. So very good partnership, very friendly and very -- yes, very good. Nothing else that I can say. So some other partnerships like with VAUDE in which our oil is made, taken by BASF, makes textile fibers out of that, and you can already purchase a lot of products from them based on our oil and with Mercedes-Benz. And that is, in fact, an important thing for the end-of-life eco regulation. As I said before, eco regulation makes an obligation to use old plastic from old cars and to transform them in new plastics for new cars. And here, we are speaking about ratios of minimum 30%. And here with Mercedes, that was the first test one to show -- to prove that it works. So we took used tires and biomethane. We made -- BASF made high-performance plastics out of that, and they are used already today in the outdoor door handles of the Mercedes S-Class. And for that, we received even the MATERIALICA Award. So that was a prestige project to show that it works. But it's like always when the industry changes into something different, you first see it in the high-quality luxury cars. And then when it becomes an obligation or state-of-the-art, then it is splitted very widely to the cheaper cars or other brands, and that is where we are just about to start with that. So financing, I will just quickly walk you through the business plan of 1 site. So 1 site with 3 reactors actually recycled 22,700 tonnes of tires per year. And here, you see that it's -- we make EUR 17.5 million turnover with full running plant with 3 reactors. EUR 2.3 million of that is the gate fee, so the recycling fee that we take in the tires. EUR 1.7 million is the steel, EUR 3 million is the oil. And you see the recovered carbon black, it's EUR 10.6 million, which is the biggest chunk, by far the biggest chunk. And that's also the reason why it is so important to now quickly ramp up the rCB sales because the offtake agreements are there. So direct cost, OpEx cost brings us to an EBITDA of EUR 10 million with EUR 50 million investment in machineries, you are the EBITDA payback of 5 years. Here is not included the purchase of the site and the financing cost. But there's also no subvention, no grants, no governmental support in here because that always depends on where you build it, like the project in Greece has, for example, received now the EUR 29.4 million, and that can now also be applied on other new Pyrum plants in other countries. And in Czech Republic, we received a tax holiday for 10 years. So there are actual nice grants to receive, which even improved the balance sheet for plan a lot. So we have -- for the rollout, what we have already in our hands for the rollout is a loan agreement with BASF for EUR 50 million, from which we have taken now EUR 25 million part of that for the new plant in Perl-Besch, our next own operated plant and EUR 7.6 million for the plant in Czech Republic for our share there and the guaranteed offtake agreement for the oil and from Continental and Schwalbe, a guaranteed offtake for the recovered carbon black. That, together with now a term sheet from a big European bank and the operation of the plant in Dillingen and the TRL 9 certificate, we are now in the position that these plants are bankable. And -- but you always need about 25% to 35% equity, even though you are bankable and you can apply for bank credits, you still need equity for each plant. So now coming to the capital increase, which is, I suppose, one of the most important topics for most people listening to this webcast. So we made it up to EUR 21 million. So of course, we would be happy to get the full EUR 21 million. But if we only get EUR 10 million, it's not -- we are not losing. It is just -- the more we get, the more we can participate in new projects. The more we can get shares in new projects, the more we can invest in the rollout of carbon fiber reinforced plastics, but more on that later. So up to EUR 21 million, the subscription ratio is 5.1. So if you have 10 shares, you get 2 new shares. So that is, in fact, what you can order your subscription right for 2 new shares if you have 10 shares. Of course, you can order less or even more. You can also oversubscribe, but it's not guaranteed that you get all the shares that you oversubscribe. So the share price is EUR 27.5 and the maximum number of new shares is 763,764. And we got already indications by major shareholders, some we spoke with already for a minimum of EUR 5 million, and that's also the minimum we were looking for. But I said up to EUR 25 million is the goal. Here, you see a list of our actual shareholders. So it's Continental, Schwalbe, BASF, Jürgen Opitz and Benifin are 2 business angels from the very beginning and both in our Supervisory Board, the 2 green shares, my family office and myself. And here in others, you have people like, for example, Felix Magath, the famous soccer player or [indiscernible] a famous German investor. So -- but we are not putting here all their names, but these 2 names, I'm allowed to tell them. So what are we going to do with that money? Part of that was already said before. So one thing is our cash burn rate until breakeven. So EBITDA positive in 2026 and net positive in 2027. It is not a secret that we are still using more money per month than we make, but that will drastically change now once the big mill and pelletizer is fully running, and that can be the case every week. And we also expect that the project in Czech Republic and Greece soon order the plants, and that will make a lot of new turnover for the sale of plants. But whatever happens, it is good to have some money aside to be sure to reach breakeven without issues. And of course, what I said before, we want to participate in joint venture plans, as, for example, in Greece or with UNITANK here in Germany. And the more we are able to raise, the bigger will be our participation in these new plants. That is simple mathematics. So the more we are able to raise the more we can participate. We want to invest also in carbon fiber reinforce plastic recycling. It's a giant market opportunity, and we are quite ahead of other technologies. So the next steps we would like to do here is planning the first industrial plant, making the business plans for that and try to get all the permits. Once we have that, we actually have a solid business case, and we can do financing on that and sell that technology. And for that, we estimate that we need about EUR 2 million to get that ready. And we learned a lot in the last years on the operation of our site here in Dillingen. We would like to improve some things to quickly increase the turnover in Dillingen. For example, as I told you before, we have 3 reactors in Dillingen, 2 new ones and 1 old one, our first industrial prototype. And the first industrial prototype TAD 1 is now over 10 years out -- 10 years old. It has worked a lot. We have done a lot of tests with that machine and really maximum tests that bring the reactor to its limits and over its limits. And today, I can tell you that TAD 1 is able to process a maximum of 250 kilograms per hour rubber and the new ones go up to 700 kilograms per hour. So we are speaking here far more than double the throughput. So by changing TAD 1 to the new reactor, model would increase our monthly turnover by EUR 150,000 for an investment of about EUR 2 million. And I would say that is a no-brainer because the payback here is 14 months. And that is really something we should do to quickly increase our monthly turnover. There's one thing that is not so nice. We worked for years to get the insurance package I told you already before. So fire insurance, business interruption insurance, blah, blah, blah. We have all that with Allianz. But now new regulations in the insurance industry are asking us to install a sprinkler system in the whole plant. So in every hall, even though there is a fire extinguishing system in the shredder, in the mill and in the reactors with nitrogen mainly, we need to install now water sprinklers on the roofs of the halls with 200,000 liter water tank and diesel-operated emergency water pumps to feed the sprinkling system. Otherwise, there is a high risk that we lose our insurance mid of next year. So -- and that is about EUR 1 million in investment, which we really should do, and I want all shareholders to know that. And we want to build a big tire storage because we found out that tire is very cyclic business. So we get a lot of money and a lot of tires in April, May, June and in September, October, November. So you get so many tires that you have to refuse most of the tires with very good conditions. And then in summer, so July, August and December, January, February, you get almost no tires. And you get very bad conditions, you sometimes even have to pay yourself for the transport to get enough tires. So in order to lift extremely our average gate fee, we need a tire storage for 3 months. And for that, we would like to buy a site here between our 2 plants, between Dillingen and Perl-Besch so that we can store their tires for a period of 3 months so that we can take in the tires in the changing season for very high conditions and lift from that storage over summer and over winter that will also quickly increase our turnover. And one thing we want to communicate a little bit more, so to get more liquidity in our shares. So we have already [indiscernible] the German investor who offered us to do more with us. And our brand ambassador, Felix Magath, is also a first step to make more communication to get more liquidity in the share. And I have been asked that in the equity forum at Frankfurt last week, why are we spending so much money on stars to get Pyrum well known? That is not true. Felix Magath is a believer in Pyrum. He's investor. He invested in us because he believes in what we do and he believes in our technology. So of course, we pay him a little something for his traveling costs and hotels and all that stuff. But I have to tell that most Pyrum employees cost more per month than Felix Magath, and he is an active investor, and he did invest already a lot of money in Pyrum. So he's really not somebody who's making us lose money. He's bringing us a lot of money. So if there are rumors in the market that we pay millions for stars now to get better known, that's just not true. So here, you see him even Felix in his Pyrum dress. So to sum up quickly, so the next step is now the actual capital increase. And once we know what comes out from the capital increase, we know better the next steps. We are speaking with a lot of infrastructure funds to make more of a franchise model. You can always -- that is, for example, infrastructure fund can buy several plants at once, and we build them, we operate them. So we manage the plants. We do, in fact, more or less everything for them. That is a way to get quicker, more plants without huge equity needed in Pyrum. And we are speaking with a lot of strategic investors recently also to roll out quicker. Another important thing is to quickly increase the recovered carbon black production volumes because that is the contracts are there. The more we produce every month, the more our -- the quicker our turnover goes up. So we believe that we can get plus/minus 10% more of line #1. So the prototype mill and pelletizer, line 2 that is actually in the ramp up will make 8x more than what the old one was able to do. And of course, quickly start -- we want to start in Perl-Besch first with the mill and pelletizer so that unmilled and unpalletized material we have in stock can quickly be processed there to quickly sell recovered carbon black. So in Perl-Besch, we have started -- the groundbreaking event was on the 14th of November. So 2 weeks ago, long lead items are ordered there and the ground preparation is done. And another focus is now the legal framework, the introduction of the end-of-life vehicle regulation in Q1 '26, still asking us a lot of time and a lot of work and a lot of discussion with people from the parliament in Brussels, in Berlin. So that is a giant work we do in the background that takes a lot of manpower, but it starts to show first results, and that is a very solid foundation for our future. And of course, political awareness, Felix Magath, is presenting us in front of a lot of politicians and to open doors. That is something that is important to get in here to -- so that people listen. So here's the last highlight slide with a summary of the biggest highlights of the last 12 months. I always say that is the slide for those who didn't listen. So they have here a summary. And this presentation can also be downloaded on our website, and it will also be -- the video will also be published. So that's it from the presentation. Thank you very much for your attention. And now we will pass, I think, to the questions.

We will. Thank you very much for your transparent presentation, Mr. Klein. At this point, I will stop the recording. And ladies and gentlemen, we will move on to our Q&A session. [Operator Instructions]

This morning in English, in the German, we had many. So there needs to be a first one.

Yes, there is one. If the EU regulates plastic granulate and the use of recycled materials in vehicles in 2027, the demand and the market pressure for recycled materials and recycling plants will skyrocket. Wouldn't a significantly higher capital increase be necessary in order to be able to act quickly on that market? Is there an estimate for this?

Kai, do you want or...

Yes. So first of all, we have some regulation in Germany. We have an allowance to do up to 40% capital increase, but we don't want to dilute our shareholders by that. So actually, we decided to have EUR 21 million, and it should be sufficient until breakeven and then we should have much higher prices. On the other hand, you see in our business model that we work together with partners like VTTI, like Impactus in Greece or SUAS. So we have 10 projects actually on the way, and we just cannot do more than that what we actually do. And we don't want to have, let's say, as much cash as possible at the site, but this EUR 21 million, if possible. So this should be sufficient. And for us, actually, it would not make sense to do a higher capital increase.

And maybe what we said before, we are actively speaking with a lot of funds, infrastructure funds who might, in a model like a franchise model make quicker, more plants. So we are following a lot of strategies, and that's what we published many times already in the past months. We are having a lot of discussions, and we are really exploring every way forward that exists to make plans quickly available. And hopefully, in 2027, we will have at least 3 to 4 plants running and then that we would be by far the biggest one.

Thank you very much. Do you make the webcast available on your homepage?

Yes.

Yes. We are doing it without a Q&A.

Thank you. Can you give us a first idea about market volume and planned cost in the field of CFRP recycling?

Certainly not. That is why we want to invest money to do so. So we have a prototype that prototype is running quite well. We are producing with that prototype a good oil according to what we have been told by our oil offtakers. And the carbon fibers that we produce have up to 4 centimeters. And with these very clean and reusable carbon fibers, there is a lot of products now in development. So like reparation tapes with carbon fibers in it, and there's a lot of exploring that. And yes, as I said, we think that we will have to invest up to EUR 2 million in that area to answer that question properly.

And are the Czech or Greek projects now fully funded? And if not, what is still missing?

So it's all lined up, let's say. In the Czech project, we signed a shareholder agreement so that we participate in the plant. The equity is secured by Pyrum's for the 49%. The equity is secured by SUAS for the 51%. And we are in final, let's say, paperworks with the bank and can start building. Building permit is expected quite soon in the next days to be valid. And yes, then we can start. In Greek, it's Impactus who is responsible, let's say, as our partner. And what especially is missing is our part for EUR 3 million for up to 10%. They reserve that for us and created a fund. But as we heard from them, they are quite far that everything should lined up and that just Pyrum is missing.

Thank you. In the meantime, we have received no further questions. I will wait another moment in the case somebody might be typing, and...

That shows that everything was said in the presentation.

And very clear, yes. Thank you very much. With this, we come to the end of today's virtual roundtable. Thank you for joining and your questions. Should further questions arise at a later time, please feel free to contact Investor Relations. A big thank you also to you for your presentation and the time you took to answer the questions. I wish you all a lovely week, a healthy Christmas time. And with this, I hand over again to Mr. Klein for some final remarks.

Thank you very much for being here today and for listening to this presentation. If you have further questions and you were not able to ask them here, you can always write us an e-mail. At the end of the presentation are the contact data. So I wish for the best. I hope that a lot of you participate in our capital increase, and I wish you all a Merry Christmas and a nice Christmas time.

Thank you very much.