1H 2024 Financial Results Webcast Briefing

Good morning, ladies and gentlemen. I'm Judy, the Head of Investor Relations and Corporate Communications at Citroem. Welcome to Citroem Limited's first half-2024 Financial Results webcast briefing. We have with us today Mr Chris Ong, Chief Executive Officer, and Mr Adrian Tang, Chief Financial Officer. To follow today's webcast, please refer to our latest financial results documents which are available on the SGXNet and our corporate website. To commence today's webcast, I'd like to welcome Mr Chris Ong to deliver the CEO address. Chris, please. Thank you, Judy. Good morning and welcome to CITRAAM Group's first half 2024 results presentation. I am pleased to have with me Mr Adrian Tang, Chief Financial Officer. First half of 2024 was a busy, fruitful first half for Ctrum.

We cleaned several price contracts to value add to our portfolio of projects, including the much anticipated new-built AppPSO platforms, P84 and P85, four Petrobras, and the third 2 GW HVDC offshore converter platform for Tenet, as well as a number of repairs and upgrade projects worth over half a billion today. We have also successfully completed our share consolidation exercise in May and embarked on our inaugural SinkDollar 100 million share buyback program. That our investor day held earlier in March. We have laid out our longer-term strategy and 2028 financial targets, providing clarity on how the group intend to leverage the strong industry tailwinds to chart our transformation

journey from here. This morning, we reported our first half 2024 financial results. I will spend some time to go through our operational performance and business outlook. Adrian will then cover the financial performance in greater detail. I am pleased to inform on behalf of the group that CITRAUM has delivered its first positive financial results in first half 2024. First half 2024 revenue crossed SING dollar $4 billion, a 39% increase from SING dollar 2.9 billion in first half 2023. Underlying EBITDA was $3.9 million in first half 2024, a more than 9 fold increase over $6.36 million in the same period last year. The group achieved

an underlying net profit of $1.5 million for the first half of 2024, reversing from a net loss of $6.264 million for first half 2023, a $6.379 million increase in absolute dollar terms. Our profitability turnaround in first half 2024 and a significantly improved EBITDA reflects our strong focus on project execution, prudent cost management and improved operational efficiencies. Citroem's net order book at SING dollar 26.1 billion dollars is at a decade high. In first half 2024 alone, we have secured over SING dollar 13 billion dollars in new orders. Our strong order backlog comprising 32 projects with deliveries to 2031 will underpin our

revenue visibility for the next few years, supported by our one-seater global delivery model which enabled us to scale our business. Today, we have orders from the world's largest oil and gas and renewable players, many of whom are repeat customers. This reflects the trust that our customers have in our ability to deliver quality assets on time and safely. our key business segment, Citram is actively building a franchise of series-built projects to achieve operational efficiencies from project repeatability. In the renewable space, our order book has three 2GWh HVDC offshore converter platforms for Tenet, other than DOWIN, Epsilon and SOFIA HVDC platforms which has sailed away, as well as two wind turbine installation

vessel projects and HVAC offshore substations. In oil and gas, we will solidify our leadership in offshore production assets across EPC projects in floating production storage and offloading platforms, FPSOs, and floating production unit FSPUs. as well as FPSO Top-Sites fabrication integration contracts. Our robust order book currently comprises six P-series new-built FPSOs for Petrobras, and we would have worked on six FPSOs for ExxonMobil through SBM offshore for Guyana. Once FPSO Jaguar comes online by 2027. In repair and upgrades, we have ING-26 alliances and long-term strategic partnerships over time,

and will continue to do more. The ability to simplify and replicate designs and processes enhances productivity, reduces errors and quickens construction time, ultimately making it more sustainable and cost-effective over time. We are now organised around a one-Cetrum global delivery model where operations are closely coordinated across different yards globally, supported by centralized engineering and integrated technology resources. It effectively integrates our global assets and workforce onto an efficient operating platform, enabling Citroen to be the only global player with end-to-end delivery capability in key continents. This will allow us to effectively scale, taking on new projects at any point in time, while harnessing the competitive advantage of the locations we operate in.

We are looking at an artist's impression of the 2Gigawatt HVDC converter platform, which we are currently working on for Tenet. We announced our Framework Cooperation Agreement with our consortium partner GE whanowa and tenant in March last year. And more recently in June, the award of the third contract for the netherwick two offshore wind plant wind farm in the Netherlands. We spent 18 months on design and engineering work with construction to command shortly for the beta project and gamma thereafter. Citroen continues to play a critical supporting role in maritime decarbonisation. In first half 2024, the group added over $2.9 billion of projects in renewables and cleaner green solution to the net order book.

Even in the oil and gas space, we are helping our customers to extract more sustainably. The latest P-84 and P-85 platforms, which are part of Petrobras' new generation of APSO platforms, are characterized by high production capacity that prioritize sustainable practices with innovative technologies. Both APSO will incorporate advanced technology such as zero routine flaring and venting, speed drives and measures to control emissions and capture CO2, including an all-electric concept which focuses on efficient power generation and increased energy efficiency to achieve a 30% reduction in greenhouse gas emission intensity. These features will enhance operational efficiency and reduce environmental impact, showcasing

Citroen's commitment to responsible and sustainable operation. In addition, the HVDC offshore converter platforms that we are working on underscores our commitment to helping our customer achieve their renewable goals by producing innovative and cost-effective solutions to accelerate the global energy transition. Our R&U business has been growing, contributing to a steady baseload revenue for us. In first half of 2024, we completed over 130 repairs, upgrades and conversion projects that contributed $517 million in revenue. We have signed a total of 22 favoured customer contracts, FCCs, including the six that we have announced year to date. FCCs facilitate forward capacity planning, joint value creation

and support a steady flow of repairs and upgrade orders that will contribute towards a recurring revenue base. Every docking space in our shipyard is valuable and forward planning allow us to plan ahead for our future projects. The outlook for offshore and marine industry remains positive, supported by broad-based demand across both oil and gas and renewable sectors. CITRAUM is committed to sustaining its improved financial performance for the full year of 2024. The group's overall performance for the year will depend on the completion of its legacy projects, the safe, timely and on-budget execution of its order book, and the implementation of identified cost savings initiatives to achieve a leaner cost structure. CITRAEM is well positioned to benefit from the industry upturn supported by the one CITRAEM

delivery model that integrates its global assets and workforce onto an efficient operating platform allowing the group to scale its business for accelerated growth. We still have our challenges and we are a work in progress in our transformation journey. We have a strong management and bot that is focused on riding the ship, resolving legacy issues and putting us on the path to profitability. We are committed to delivering on a longer term financial targets and creating value for our stakeholders. I will now hand over to Adrian, our CFO, for the financial results review. Thank you. Thank you, Chris, and good morning to all. I will now take you through the group's financial performance.

For First Half 24, the group's revenue was $4 billion, a 39% increase year-on-year from our strong project execution. The group achieved an underlying EBITDA of $390 million in First Half 24, a more than ninefold increase as compared to $36 million in First Half 23. underlying net profit was $115 million, achieving a significant turnaround from a net loss of $264 million in the same period last year. Our balance sheet is much stronger today. As at 30 June 2014, the net current asset stood at $700 million, reversing from a net current liabilities position of $1.5 billion last year. This positive swing of over $2.2 billion was driven by proactive capital management efforts in refinancing bank lines, obtaining new facilities, and managing key outstanding accounts receivables.

In First Health 24, RPSeries projects contributed almost 55% to the overall revenue of $4 billion. There was good progress made in our P-series projects, including hull arrival and integration of topside modules prior to commissioning for P-78, and ongoing construction of the hull, living quarters, and topside modules for P-80, P-82, and P-83. The sturgeon wind turbine installation vessel and the 2 gigawatt high-voltage direct current Offshore converter platform projects were the other material revenue contributors in First Health 24. Revenue from repairs and upgrades was $517 million in First Health 24 compared to $504 million in the same period last year, contributing to a growing baseload revenue for the group.

First Health 24 underlying EBITDA improvement from same period last year was driven by higher revenue, operating margin improvements, and lower overheads. Our profit turnaround reflects our strong focus on project execution, improved gross margins, and prudent cost management. We are on track to realize the annual recurring savings of $300 million by next year. First half 24 underlying return on equity was positive at 3.6%. A step towards our ROE target of 8% or more by 2028 or earlier. In first half 24, the group successfully divested the Patanga's yard in the Philippines and entered into an option to sell Crescent Yard in Singapore. These investments come from the group's strategic review to optimize its operations and yard

footprint and will further contribute to savings on operating expenses going forward. Net debt at 30 June 24 increased to 1.8 billion from over 0.7 billion at the end of last year, mainly due to increased working capital needs for ongoing projects. Net leverage ratio was 2.9 times as at 30th June. Within the 2028 net leverage target of three times, which was shared during our investor day. In first half 24, free cash outflow was a bill mainly due to working capital needs for ongoing projects. We continue to adopt a disciplined approach to cash flow and liquidity management. We have adequate liquidity with more than $2.5 billion of cash and undrawn credit facilities

as of 30th of June. To support CEDRAN's project needs for future business growth, we have secured a $1.1 billion three-year committed global syndicated bank guarantee facility supported by a group of eight financial institutions. The flexible structure of this facility is a first of its kind in the offshore and marine sector in Singapore. As part of integrating sustainability into our financing strategy, we have also established Sea Trims inaugural sustainable finance framework, which provides overarching principles and guidelines on the execution and management of sustainability-linked financing transactions and use of proceeds. The first sustainability framework in the offshore and marine industry to obtain an all-round strong and very strong ratings.

This FFF is developed in accordance with international sustainability principles and guidelines, which include key performance indicators and sustainability performance targets, which are material to CTRIM's sustainability strategy, and business operations. The three KPIs are 30% reduction in gross greenhouse gas from 2008 baseline by 2030. Second, doubling revenue from renewable energy solutions from 2023 baseline by 2030. And third, a workplace injury rate below the Singapore National Benchmark for the marine industry by at least 30% on a three-year rolling average basis. Standard Chartered Bank was our sustainability advisor on this SFF, and these targets were

implemented into the US$500 million credit facility that Ctrim secured from SCB last year. We believe with this SFF in place, CTRM continues to diversify its funding base and further grow our sustainability linked and green banking facilities to enjoy lower financing costs. CTRM's net order book at $26.1 billion, comprising 32 projects with deliveries till 2021 will underpin our revenue visibility for the next seven years. Renewables and cleaner solutions comprise approximately 35% of our current record net order book. We will now proceed to the question and answer session. Thank you. Thank you Chris and Adrian. We've got various questions coming in on the webcast. The first

First question is, congrats on the set of positive first half 2024 results. Does management expect second half 2024 to be profitable as well? Well, we are encouraged by these sets of results and to have achieved profitability in first half of 2024. The key to us is actually the improved EBITDA that reflects our strong focus on project execution and also operation efficiency as we have always communicated to the market. Of course the standard answer we do not provide forecasts but we are committing or are very committed to sustain our improved financial performance for the full year of 2024. Now as I have mentioned in my speech that the overall performance will really depend on our ability to convert our order book, complete the legacy projects and also make sure that we are able to do our cost savings initiatives and land with a leaner cost structure.

Right? Thankfully, the industry outlooks remains positive and I think building on the progress that we have made, we will continue to stay focused to drive our operational excellence to sustain our financial performance. Second question as well. You have a strong order book today. Are there more billion dollar contracts we can expect? Well, I won't say every project is important regardless of value. But the order pipeline is healthy, right? Supported, as we always mentioned, that the mega trend in energy security and energy transition is on our side. We have announced on the 5th of June that we have been awarded the letter in 10 by BP for Cascida to do the early engineering works, and we will continue to work with our customers around this area, and we also have more series-built opportunities like FPSOs, APUs and WTIVs and

also the offshore converter platforms. But more importantly, the decade-high order book reflects our strong customer confidence in Citroen. And after one year of integration and our transformation still ongoing, it is a testation that our customer actually believe in our journey. So that's very important to us. We've got three questions from Louis at Citigroup. The first question, underlying EBITDA margin was at almost double digits. Should we expect further improvement in the second half of 2024 or will the S-curve of new large projects initially dampen the margin? Improved margins in the first half is a very positive step in the right direction. As guided previously, we target mid-teens project margin levels since the merger and we continue to remain focused on that.

This series building strategy should help us as well, as well as repeating projects due to the ability to benefit from lessons learned and leveraging supply chain synergies and economies of scale. Project management and delivery is a lot of hard work. There is a lot of focus on execution and we continue to remain very focused on that front. question from Luis as well how much was the Patanga sale, a yacht sale and is it not normalized for or basically brick even? We do not comment on the financial value of the divestment. We have said it before the divestment is part of the group's strategic review to optimize our operations and yacht footprint and this aligns with our one sea trim global delivery model. The important thing is that this transaction is not expected to have a material impact on our annual results.

And the third question from Luis as well, is there any update to the MAS CAD investigation? There's no latest update. Keating, we are also eager to put this behind us, but at the present moment, we can only fully cooperate with authorities and let the process run its course. And we will be very transparent in our disclosure and share any updates accordingly. A common question from a number of the analysts. The underlying numbers exclude the one-off provision for the full and final settlement to MH12, the $79 million. Where is this one-off provision of $79 million recorded on the income statement? This is recorded under cost of sales of $3.9 billion. Question from Rahul at HSBC as well. Can you share more colour on the gross margin evolution from first half 2024 versus the second half of 2023?

From the net order book, it appears that the high proportion of revenue is related to projects for delivery in 2026 or 2027. And the legacy projects are at best at zero margin. Considering this, why is the gross margin uplift half and half at 1.3% to 5.6% in first half 2024 versus the 4.3% underlying as that second half of 2023? And which of the project – and which projects do you see contributing to the meat teens' gross margin? Well, I think I can start. CFO can take on the numbers. is that we have always said that the internal hurdle, the re-adjusted hurdle that we always look for would be in the mid-teens. And I think most of the contracts that we are getting satisfy that criteria. But if you look at the gross margin that's in the report, it's basically

a blended gross margin, and that includes some of the legacy projects that have impacted our overall margin itself. Second question from Raul. Can you share what is the current cost of debt? How much of it is fixed versus floating? And do you see further refinancing opportunities to reduce the cost of debt? If you work out the interest expense over the average loans outstanding, I think you would derive an approximate value of about 6%. We believe that we have guided the market in a range of between five to seven. We continue to look to reduce margins on our financing. We adopt a minimum 50% fixed ratio to provide certainty in our interest expense while maintaining flexibility to take advantage of possible lower interest rate environment.

And we continue to proactively manage down our cost of capital. Third question from Raul as well. The free cash outflow in the first half of 2024. Is it fair to say it is more of timing issue given majority of the projects have milestone payments? Timing wise, we collect advance payments for most of our projects and we utilize these funds during the period which results in the cash outflow. As an update, we have also received the down payments for projects P84 and 85 of approximately a billion dollars in July and that will further improve our overall cash flow position. Boss Rajit has a question as well. The new approach by Citroëm, it seems that for a new built FPSOs of subcontracting the house to an overseas yard as opposed to building

the HAL at Tuas Bolivar Yat. Is that a result of challenging experiences from the Rohan Cowsbird FPS or HAL constructed at TBY? Well, I think this is a fundamental misunderstanding of our execution model. It is not because of any projects in particular, but I think I will focus your attention to what your one-seater global delivery model means. Now, first, key thing is that throughout the whole global footprint that we have, I have said many times that we have gone on to take a look at how to do the projects the most efficient and profitable way in each of our facilities. Now, the decision to actually subcontract out the how is not about anything other than the ability to scale because when we take a look at construction of how we believe that

we have partners that can actually give us a better value from a holistic manner for the full contract. So that is the main decision around that. Without which, if we have not taken that decision, it would be very challenging to continue to scale the business in a way we want. Boss Rajit has another question. Sevan Marine has been a wholly owned subsidiary of Citroën for a number of years, but Citroën has yet to build any new built cylindrical FPSO to date in its Singapore yards. Is there any prospective cylindrical FPSO planned in a pipeline for the future? Well, Sevan continued to be a preferred solution, especially in the harsh environment for some of our customers. They are constantly supporting not only on concepts for new build, but they are also supporting existing customers on some of the engineering upgrades or questions.

So prospect for 7, moving forward, there will still be people looking for this type of solution. But we can't dictate when the EMP FID is going to happen or when will they take a look. largely dependent on a feed for purpose type of approach. Shuki from CGSI has several questions. Congrats on your results. The first question, what were the key reasons for a strong EBITDA margin of 9.6%? Was there any cost right-backs? Thank you, Shuki. Clearly the strong EBITDA contribution is very much on the execution of our projects, on cost management and on supply chain management. There were divestment gains, which is in the numbers, but this is part of our overall strategy to divest non-core assets.

We do have projects, margin recoveries as well, and again, this is part of our overall project execution approach. And the second question from Shuki as well, what does the $69 million of provision for onerous contract relate to? This provision pertains to legacy projects that we have mentioned in the past. We intend to focus on completing these legacy projects by this year and the whole group is very committed to achieving that. The third question from Shuki, SG&A has seen a major improvement of 4.2% over sales versus 4.8% in second half, 2023. other than a slightly lower depreciation, is the pure SG&A reduction a new run rate? The G&A reduction from the second half of last year is driven by identified synergies

and savings, which we are starting to realise through lower overheads. We believe that the 300 million recurring savings that will impact gross margins and G&A will be fully realised in FY2025. Suki has another question as well. Are there any updates on the Cascada FPU since BP has achieved FID and does this field require more FPUs? Thank you Suki. We are working closely with BP. Right now the letter in 10 is still on the advanced engineering work but we are hopeful that we will be notified by BP as expected. Well, we all know that the key competitive advantage is our ability to construct FPU and lift the top site fully tested in one single leaf.

So we think that we will add value to many of the customers that are looking at fields in the same locality and will continue to work on them. With the lean and repeatability that the customers are looking for, it would be very advantageous to CITRAEM's operating model. A couple more questions from Shuki as well. Are you still hopeful for more HVDC contracts from TANF? Well, under the framework agreement with TANF, TANF can award up to 40 units. That's 80 gigawatts. So there's still a remaining 26 projects to be awarded, but of course contracts will only be awarded after FID if they reach FID. Yes, we are definitely right there competing for more, and this part of the contracts would be very interesting to us because it is a series-built contract. So we will be working with the customers to take a look at how we can support them moving

forward. Can you share your thoughts on new build contracts for RICs? Well my thoughts, as I've always shared, I don't think that there will be big RICs inquiry in the near term. But there will be very bespoke type of inquiry based on geography and status of fleets. But of course, they are still present inquiry for some of them. And I think if you take a look at CITRAEM, and we hold three big and very proven designs, So we are definitely looking out for how we can value add on fleet expansion and renewal. So more questions from Shuki. What are the rates for the recent 1.1 billion SING bank facility? It was done at a very competitive rate.

But I think more importantly, this facility will continue to support our growth in the issuance of bank guarantees as we secure more order books wins in the future. Last question from Shioki. Can you please share the progress of the MAS CAD investigation? I think we have mentioned that just now. She has added a bit more question to it. Why did this happen when we had settled fines and set no major contingent liabilities relating to car wash previously? Well, that's the purpose of the whole settlement that we are talking about, that we work closely with the authorities. This is on past issue, so we will fully cooperate with the authorities and when they have more queries, we will be very transparent with our disclosure with the market, which is what we are doing. So there's no provision made at this time, but it's a request for information and investigation

and we will update the market further when we have progress on this. Questions from Hong Han at CLSA. What is the value of the loss-making orders that contributed to the first half 2024 revenue? What is the estimated value of the loss-making orders to be recognized in 2024 and 2025? As you can see in the first half interim financial statements, we did provide for owners contracts of 69 million. The focus very much is to complete these legacy projects in 2024 and so that we can move on from the past and focus on the new orders that have been secured since the combination last year. Second question from Hong Han at CLSA. CTRM had earlier guided that the group had made provisions for the loss-making orders based on market conditions as at end 2023.

Thus, can we know what is the actual margin for the loss-making orders in first half 2024? Well, we do not disclose such project margins. The third question from Hong Han at CLSA, how much did Petrobras contribute to first half 24 revenue and how would the contribution be like in 2025 and 2026? I think we've guided that the contribution from the P Series was almost 55% of the four billion revenue recognized in the first half. We will continue to execute on a P Series projects and be able to record revenue in our numbers at At this point in time, we do not provide forecasts in terms of financials. We've got a question from Paul Chu at Philips Securities. How many FPSOs is Petrobras planning to award over the next two years?

Thanks Paul for the question. Well, I think that this would be answered with Petrobras forward planning for their fields more than C-term. We react if an inquiry comes along. But if you take a look at that, they have the ambition to have seven more units until the end of 2030 to be awarded. We've got three questions from an audience. Congrats on the promising set of first half-24 results. First question, may I clarify which line item does the 79 million provision, where is it accounted for? Is it in a COGS line? And if so, does core gross margin account for about 5.6%? Yes, for both answers. It is in the cause of sales, and if you exclude that provision, gross margin will indeed be 5.6%. Second question, as previously communicated, legacy contracts are expected to be fully

delivered by N2024. Can we get an update on this, and are there further issues with these projects? Well, the legacy projects we have mentioned that they will be completed end of 24. I think the group is tackling the complexity and some of the challenges attached to these projects but we are fully committed to deliver them by the end of the year. Benjamin Chir from SPH asks, what is the ideal business makes between O&M and decarbonisation projects? Is the term going to work towards that mix? Thanks Benjamin. I believe you are referring more than decarbonisation. I believe when we talk about oil and gas and greener and renewable projects. So we have still that 40% of order book mix that we have committed in our sustainability

target, we'll continue to work on that. Now, but of course the caveat is that we cannot control how the FIDs of projects of the various segments come across. But what we are actually doing, that target actually guides the group basically to target our capability, our capacity, and also at the end of the day how we approach the market with our customer. So we'll continue to work very closely with the customer, train our people to be able to handle the problems and the complexity of these contracts. So being forefront in the race and customer will see the value to come to us. So that is how we actually always front the market and that's how we can actually build up the different franchises in each of the areas. We've got four questions from Tse-Wei next. Congrats on the results glad to finally see the turnaround.

First question, how much is the legacy of the book now and how much will be recognised in 2024? Thank you Tse-Wei. As shared earlier and repeated a number of times, we expect to complete majority of our legacy projects by the end of this year. The whole group is very much focused on achieving that. So wait, second question. Was the P-series or the HVDC platform a bigger driver of the 4% gross profit margin in first half 24? In which period can we see the HVDC and P-84, 85 projects move up the middle part of the S-curve? Well, all the projects are important. The P Series, the HVDC contracts, basically we are very focused in execution excellence regardless of which part of C-term is executed and also which team have been executing that.

So really they all contribute to that cost-profit margin. Now which period we will see, HVDC we have three, but if I can also for PA84 and 85 suffice to say it would probably reach its peak later half of next year. Another question from Tse-Wei and Macquarie. Have you taken on sufficient working capital loans to complete your legacy projects or will you need more? As mentioned, we have over 2.5 billion of cash and on drawn credit facilities currently available, which means that we have adequate liquidity to complete all of our projects. We are very, very fortunate to be well supported by the banking community, and this is something that we are certainly grateful for. Ada from OCBC has two questions.

I note that the quantum of tax expense this quarter is disproportionately high. Why was this the case? In the medium term, tax expenses will generally continue to depend on where profits materialize. And this is how we record our tax expenses. The group has substantial tax losses in Singapore that we will look to offset against future Singapore tax. This is footnoted in the annual report. we will re-evaluate our tax exposure at the end of the year. Second question from Ada, I believe we've answered that. How much more legacy projects do you have on your order book and when do you expect this to be completed? We have answered that the legacy projects should be completed by end of 2024. We've got a question from a retail investor, Yau asks, are there any updates on the CPIB prop

that pertains to Operation Car Wash. Yeah, well, right now, what we are supporting is the MAS and the CAD investigation, and we will cooperate with them on the information that's required. We'll update all in the market when there are material development. Another question from Leipung from Fullerton. Hi, management, congratulations on the strong execution. Based on the delivery pipeline, can we look for free operating cash flow, basically the outflow to reverse in second half 2024? Similar to earnings, we do not provide forecasts on cash flow, but as I mentioned earlier, we have received the down payments for P84 and 85 of approximately a billion in July. That will certainly help our overall cash flow position. There is tremendous focus on project cash flow management

and I cannot reiterate how much attention is being spent on that and we will continue to work on improving our operating cash flow position. Yeah, I'd just like to add a little bit on that. The cash flow is also dependent on the structure of the contracts too. If you take a look at P-84 and P-85, well, the team has done a good job and customers have been very understanding on our focus on cash flow. That's why there is a $1.1 billion down payment that we receive upfront from the customer, but then that will basically be spent to fund the procurement, the engineering upfront. So fundamentally, if you take a look at a certain period of time, you will note it as an outflow, but technically there's also inflow before that. Second question from Leipung as well. On the cost initiatives, what are the plans needed to be implemented?

As it is rated, we are on track to achieve the annual recurring savings of 300 million by next year. We have also indicated earlier in the investor day, the focus on these initiatives include standardizing pricing terms with our customers, reducing overheads, volume pooling of procurement items, more efficient processing, as well as asset rationalization. These savings will impact both cause of good soil and GNA. Next up, we've got two questions from Adrian at UOBK-HEN. Can you please outline what are the specific legacy low margin projects that needs to be completed by N2024? Well, Adrian, thanks for the question. Basically, we are focused to deliver the two projects that we have manpower and issues in the US.

Second question from Adrian at UB as well. We had some uncertainty in the US, so that has affected Citroen. So how has your discussions with potential clients been? What is the outlook for your renewables business? Well, Adrian, since I said something about the U.S., I'm just trying to put this into context. This in U.S. is specifically for the renewable business moving forward. Well, I mean, I guess this question evolved around the political situation and the election coming at the end of the year. But technically, we work with the customers on offshore wind industry and provide them solution and we traditionally still wait for the FID to happen before it can be made into the contract. But longer term wise, I think the whole industry will need to adjust to equilibrium of prices that make sense for all stakeholders because the demand for energy

will only grow due to the reasons that we are stated around security, around transition. So if it doesn't happen in short term, we will still be very bullish around making sure that we are always at the front to provide Citroen solution to our customer. And we will maintain active dialogue and it is still a core area for us. So we'll continue. Hopefully we can see something moving in that geography. Got various other questions from Raul at HSBC as well. Can you comment on the gross margins for the repairs and upgrades projects that you can expect from your current order book? Well I think we're quite vocal about this is a very important part of our business from the anger that it does give us a good base load.

And on top of that, the team has gone out to do FCCs, as what we have mentioned, that gives us a lot more certainty around planning and base loading. But if you take a look at contribution, it's difficult to actually pinpoint at contributions because projects come and go very quickly. But good to see that we are strike on strike to increase that to $570 million in revenue. Second question from Raul. Can you help us to understand the incremental costs that you expect to incur for the new build FPSOs, the P-84 and 85 versus the older generation FPSOs? Wow, I mean all the FPSO that we're building are all new generation, so it depends on what you want to specify. 78 is capacity, sometimes it boils down to capacity, right?

And then on top of that, some would be about electrification when the customer wants to do it. And then of course, emission I guess is everybody's responsibility. So I can't comment on what's incremental cost, because it's really too general and don't want to put a number, but if you compare a P-84-85 price that is announced in the market versus the 80-83 or 82 price, maybe that's the indication that you can do. I would just add that our focus is very much on project margins and maximizing the margins as we execute the project along the way. So it's not really about incremental costs, but it's maximizing margins on the projects. Third question from Raul. The gain on the sale of non-core assets of 34.8 million recorded in first half 2024, is that all from the sale of the Batangas yet in Philippines or are there some other assets as well? Short answer is no. It's not all from the Philippines.

There are obviously disposal of PPE items in there. As we have repeated to the market, we are selling down our non-core assets, surplus assets, as well as inventories, and this is something that we proactively continue to do so. This helps to recycle capital by monetizing these non-core surplus assets, which certainly helps with the overall financials. I've got a couple more questions from Raul. Can you provide more colour on the $70.6 million reported in the line item other income? We've got a couple of other analysts that asked the same question as well. We had a legal cost recovery incurred as a result of settling on the alvego cost case from RICO. So that's a major contribution to that $70 million.

We also recognize income from sales of scrap assets as well as miscellaneous income. The other question as well, what is the source of dividend income? This came from past investments. There were some coming back from our Philippine yards as well as other associate investments. We've got another question from Shuki as well. Can you please clarify when you mentioned target meat teens project level margins, you meant project level EBITDA margin or project level gross margins? It's the latter, project level gross margin. We have a call up to question from Ryan at Morgan Stanley. Thanks for the presentation. Can we expect the $2 billion of receivables to unwind in second half 2024? We continue to work on collecting on our accounts receivables, but we do not provide a forecast

of financial performance. My young from Morgan Stanley as well, can we talk about debt refinancing and the potential reduction in the cost of debt for 2025? And do you see further increase in working capital requirements into the year end? As mentioned earlier, we are very proactive in managing our overall cost of capital and managing our capital pool as well. So this is a target that we will continue to strive for in terms of reducing loan margins over time, and we will hopefully achieve that in 2025. As we look to secure new projects based on overall cash requirements, we will calibrate our working capital requirements accordingly. But we believe the recent bank guarantee facility that we closed last week certainly helps in our working capital requirements.

Felicia Tan has a question as well. How has the one Citroen Global Delivery Model helped with Citroen's order book so far? Well, a lot, as mentioned, is a decade-high order boat. But if we really take a look at horizontal integration, that probably would be easier to understand. In the past, we have yards that have their own P&L, and they will basically secure and deliver contracts that are nearer to the capability of individual yards. Today, I think we are fully horizontally integrated. We are driven by projects, which means to say that in that way, when we have centralized planning, engineering and also operation, then what we are able to do is to scale the projects because we can manage available capacity a lot better than the single yard itself.

So which means to say that if the projects require even overseas help to do certain components we are in total control, which means to say that the footprint that we have today is more efficiently managed right across the group worldwide, and that will allow us to take on huge projects that we have shown that we can do, but at the same time we do not do components of the projects that we don't do either efficiently or it takes up too much of the capacity. Next question from Mr. Liu. What is the execution ratio for the share buyback till today and moving forward do you have any plans to execute it further or expand it to support the share price? As we articulated to the market on the hundred million systematic share buyback program we continue to execute against that.

Year to date, we have brought back 4.7 million shares and we will continue to do so. Potentially, once we run this buyback program down, we may look to other programs, but this needs to be calibrated against the overall capital requirements of the group. Shuki from CGSI has a couple of follow-up questions. What is a proper gross margin? In the cost of sales, there is a provision of $69 million for onerous contracts and also a $79 million for MH-WOLF. Should we remove these two to calculate a proper gross margin? You can, if you want.

I think we've always guided towards a project gross margin of mid teens and this is where we are most focused on. In terms of your computation, I think you can remove that to look at it from a clean numbers perspective, but that's not where we are guiding. And Suki has a follow-up question to her earlier question. What did you mean by project margin recovery in your earlier reply? Is it cost right back? are mainly project settlements with our customers. Hong Han from CLSA has a full-up question. How much of the 300 million in cost savings have been achieved in the first half of 2024? And are you able to share the breakdown of the first half of 2024 savings between cost of goods sold and SG&A? No, will be the answer to the second question. I think if you compare the second half of last year

versus the first of this year that is demonstrable savings in the GNA and we continue to work on fully realizing this analyze recurring savings by the end of next year. Another question from Adrian at UOBK here. Has the industry's supply chain situation improved and how do you think that will affect costs for the city in the next 12 months? Well, supply chain, we all know what's going on around the world. Whether it is capacity or whether it is transportation, there will always be challenges. And of course, not to forget we are still in quite an inflationary environment where the rates are still quite elevated. But what is important is the ability to project manage our contracts. That's where Adrian is trying to look that the team is very focused to execute on time,

on budget, and make sure that we are able to manage our cash flow. Now supply chain, when we sign a contract, is always in conjunction with some of our major supplier to make sure that we are able to help each other to fulfill the on-time delivery of their component and we'll continue to do that and that's form a very big part of managing our project. Another follow-up question from Raul at HSBC. Can you talk about revenue and cost recognition accounting over the life of a project for which you expect mid-teens margins? Will the margin follow an S curve as well over the life of the project or the accounting is done to keep margins stable over the life of the project? On the point about margin following the S-curve, the answer is yes. In terms of revenue recognition,

we follow the percentage of completion methodology, and this is in compliance with accounting standards. Cost expense is recognized as it incurs, and throughout the project, we work to maximize the margin on the projects. Another question from Adrian at UOB-Cahion. In Brazil, who are your major competitors and how do you see that evolving? Well, Adrian, the ecosystem in Brazil, there are existing yards down there that have been competing with us from a local content basis. But what we always say is that CITRAEM looks at all our projects end to end. The Petrobras contracts, if you are really targeting your question on, is that CITRAEM is one of the only group that is able to deliver EPC contracts end to end.

And of course, our track record in Brazil in both yards is very long. So the key thing is to deliver on promise and I guess there will be new entrants, there will be competitors in whichever geography. We just have to carry our tasks a lot better. We've got a last question from Jiang Jie at CanRidge Partners. Can you give us some colour on the huge growth in contract assets and receivables in the last half year? Again, I cannot reiterate how much focus internally we have on contract assets. Yes, contract assets are revenue that has been recognized but has yet to be built to our customers due to timing of the billings or invoicing. This certainly has a downstream impact on our cash flow and this is something that the group is working very much on.

So I would leave that explanation at that. With the last question answered, we have now come to the end of our earnings webcast. Thank you so much for your active participation and for joining us today. If you have further questions, please feel free to contact the investor relations team and we wish you a pleasant day ahead.