Koninklijke BAM Groep N.V. (BAMNB) Q4 2025 Earnings Call Transcript

Good morning, everyone, and welcome to the Royal BAM Group Analyst Meeting. My name is Michel Alpers, Investor Relations Manager. I'm pleased to have you with us today. The meeting is hosted by our CEO, Ruth Joosten, and our CFO, Henry de Pater. We will take you through the key highlights of BAM's full year 2025 results. The presentation slides are available on our website. After their remarks, we will take your questions. I draw your attention to the disclaimer here. Ruud, over to you please.

Thank you Michel and good morning all. On the front page you see an image of one of our flood protection projects in the UK. Along the North Oak coastline we replaced aging timber groins with new rock groins, significantly strengthening coastal defences for our local communities and the North Oak broads. We began this project in October 24 and successfully completed it in June 25. It's a good example of the impactful work we deliver to protect people, nature, and vital infrastructure. Let's start with the key points over 2025. The group has delivered a strong performance in 2025, reflecting the success of our strategy and our core strength in the energy transition, transportation, and Dutch residential markets. First of all, our 25 results show a very solid top-line development. Revenue increased by 9% to more than €7 billion, with consistent, disciplined growth across both divisions. This underlines the strength and focus of our current portfolio and the progress we have made. We also delivered a substantial improvement in our adjusted EBITDA margin, increasing from 5.2 percent a year ago to 5.7 percent. This reflects our disciplined execution and our continued efforts to further lower our risk profile and drive profitable growth. In 2025, our reported adjusted EBITDA increased by 20 percent to €400 million, and we are also proud to present a net result of 211 million euro, a strong increase compared to the last year. All our activities contributed strongly this year, demonstrating the resilience and effectiveness of our business model. We also continue to make solid progress on our legacy projects. In 2025, we handed over the final school project in Denmark, completed the Co-op Live Arena in the United Kingdom, and saw the successful opening of the Silvertown tunnel in London. In December, we started handing over the first section of the new children's hospital. These milestones mark an important step in closing out our legacy portfolio and further strengthening the foundation of our company. Regarding the Fehmabelt tunnel project, in which BOM holds a 12.2% stake, the consortium continued to engage in constructive dialogue with the clients. We expect to emerge the first tunnel element in the first half of this year. Our other key performance indicators also remained solid. We maintained a strong financial position by focusing on projects with an attractive risk-reward balance, along with effective cost and working capital management. This has resulted in a robust solvency and further strengthening of our cash position. It's good to see that our order book was maintained at a high level of 13 billion euro. A substantial part of our recent project wins aligns with our strategic objective to expand in sustainable solutions while we remain focused on the quality of our order intake. Continuing to strengthen our safety culture remains a key priority. We've made further progress in embedding our group-wide safety program and we continue to invest in the development of our people to ensure BOM remains an employer of choice. Finally, our leadership in sustainability was reaffirmed once again. We received the prestigious CDP Climate A rating for the seventh consecutive time, underscoring the consistent efforts to mitigate climate change and our long-term commitment to responsible business. Looking ahead, for 2026, BOM expects to deliver further growth in revenue and adjusted EBITDA. With that in mind, let's continue to the next slide, where I will highlight how our solid performance translated into meaningful shareholder remuneration. We intend to distribute circa 55% of our net income to shareholders. We are proposing a dividend of $0.30 per share over 2025. This represents a 20% increase compared to the $0.25 paid over 2024. We will supplement this dividend with a 40 million euro share buyback. This program is supported by our strong operational performance and solid cash position. Share buybacks executed since 2023 have already reduced the number of shares entitled to dividend by almost 7%. At the year end 2025. Taken together, Bonn will return €357 million to shareholders in the period 2023-2026. This demonstrates the disciplined execution of our capital allocation framework and our clear commitment to sustainable value creation. Looking beyond 26, further share buybacks will depend on our balance sheet structure and the strategic opportunities available to us. We will continue to take a disciplined, value-driven approach that supports both our long-term strategy and attractive shareholder returns. Now let's look at the performance of our two divisions. Hart van de Waalsperong is the sustainable and vibrant new city centre of Nijmegen-Noord, a place where homes, shops, workplaces and green public spaces come together. You will also find there the first energy-neutral shopping centre in the Netherlands. Together with our co-developer, we delivered there 524 homes, nearly 12,000 square meters of commercial space, two parking garages, and a high-quality public realm. The project was completed in 2025. In the Netherlands, we delivered a strong performance. Revenue increased by 8%, and our adjusted EBITDA rose sharply from 161 million euro to 250 million euro, zero, reflecting a solid margin of 7.2%. This improvement was driven by the high activity level in non-residential construction, and our civil engineering operations in the Netherlands also continue to deliver strong results. And we saw excellent momentum in our housing activities. Home sales increased by 27% to 2,354 units, supported by several larger transactions with institutional investors. Overall, these results highlight the strength and resilience of our Dutch platform. Let me take you to our Dutch residential property development portfolio, where we are seeing promising traction and clear opportunities for further growth. In 2025, we invested significantly in expanding the development pipeline of our Dutch residential property activities, which now compromises around 30,000 homes. We secured an attractive development pipeline for the next years, and we reinforced our position as one of the leading residential developers in the Netherlands. During the year, we added approximately 5,500 homes to our portfolio. This included strategic positions in Alphen de Rijn, Bildhoven, Deurne, Vught, and Amsterdam. With the acquisition of Gebroeders Blokland, we strengthened our portfolio of land positions and residential projects across South Holland, Utrecht, Gelderland and Noord-Brabant. This portfolio includes land and building rights for roughly 2,400 sub-urban homes. Together we can accelerate joint sales, expand our combined network and optimize our project pipelines. We also see an increasing focus on large-scale area development. In 2025, the Ministry of Housing and Spatial Planning, together with local authorities and market partners, identified 24 breakthrough locations where construction can be accelerated, representing a potential of 150,000 new homes. Our strategic positions in or near many of these areas allow us to contribute meaningfully to faster housing delivery. In 2025, our total investment in Dutch property developed increased by circa €100 million to €640 million. Moving on to the UK division, UK and Ireland, I have to say. In Waterford Island, we are delivering a 207-metre sustainable transport bridge, a key element of the North Key Public Infrastructure Project. This low-carbon pedestrian and cyclist-focused crossing will connect the city centre with the North Keys district and support Ireland's largest urban regeneration programme. Designed with an opening span for river traffic and built using reduced carbon materials, the bridge reflects our commitment to sustainable future-focused infrastructure. In the UK and Ireland, we also delivered an excellent performance. Revenue increased by 10% and the division achieved a substantial improvement in profitability, with adjusted EBITDA rising to €160 million. This is an increase of 40% compared to last year, and it translates into a margin of 4.7%. I am particularly pleased that Construction UK returned to profitability. This reflects a disciplined project selection and solid operational execution. An important milestone was the finalization of Co-op Live, one of the most significant and complex venues delivered in the UK in recent years. Our civil engineering activities in the UK and our activities in Ireland continue to perform robustly, even compared to the particularly strong year 2024. Now, Henry will elaborate on the financials.

Thank you, Ruth, and good morning, everyone. What you see on this slide is one of our key contributions to the future of the Dutch energy system, the new high-voltage connection between Borstelen and Riland. This project sits within our 367 million multi-year framework agreement with TENET. It's a strategic investment aimed at strengthening and expanding the national electricity grid, ensuring it can support the steadily increasing integration of sustainable energy. It underscores our disciplined execution, our leadership in the energy transition and our enduring partnership with Tenet in developing a more resilient and future ready network. As Ruth has already said, we are reporting a strong adjusted EBDA result of 400 million. And in addition to this strong result, it's also worth pointing out our strong order book of 13 billion and a further improvement in our solvency in line with our expectations. We are showing a strong cash position of 0.9 billion, which is an improvement of 120 million compared to a year ago. These strong results have been achieved through solid performance across all our activities and confirm that we are effectively executing our strategy. Let's zoom in on some details of our income statement. Our total turnover has increased by 9%, and it's very encouraging to see that both divisions and Belgium are contributing to the top-line growth, which has been achieved largely organically. Comparing our results with last year, we see an EBITDA growth of 20%. This improvement is not only based on growth in revenue, but also shows even more clearly that we are benefiting from a strong margin in line with our strategic principles. The divestment of our remaining stake in Infosys, which was formally completed on the 25th of March last year, had no further impact on the results in 2025. Our depreciation and amortization amounted to 158 million. This represents an increase compared to last year, which can be explained by our ongoing investments in sustainable modular solutions, including the further electrification of our plant and equipment, and is fully in line with our plans. Our finance result improved slightly compared with a year ago, showing a result of more than 10 million. And this is mainly due to a lower than expected interest cost in the property business, our strong cash position, and the payment agreements related to the emphasis divestment. The adjusted items in the income statement related to reorganization cost positively offset by reversal of impairments within our property business. The tax charge amounts to 38 million. This represents a tax rate of 15%, which reflects the recognition of additional tax losses to be used in the next five years to offset Netherlands profits. The strong result in 2025 also indicates that going forward, the tax rate will gradually increase. The bottom line shows a delivered net result of 211 million, which translates into earnings per share of 81 cents. A substantial improvement with regard to the 31 cents a year ago. Let's take a look at the cash flow statement together. Our strong operating results translate into a strong cash flow of 354 million. We can see that the cash flow from our working capital is slightly negative, noting that this amount includes a net investment of 55 million related to investments in property. This amount is lower than the 90 million we reported in the first half of this year, which can be easily explained by the higher number of transports of sold homes in the second half of this year. It goes without saying that we are very pleased with the development of our trade working capital efficiency over the past year. This percentage has improved slightly, but is now stable for the second year in a row. The net cash flow from our investment activities was limited to 4 million. And the most important elements are investments in our CAPEX in line with our plans of 83 million, payments received in the amount of 108 million relating to the Invesus divestment and the payment for our previously announced birthdays of WLW-Net. Next, it is good to look at the cash flow related to financing activities, which amounts to 198 million. This amount consists of the payment of our dividends amounting to 66 million, the purchase of shares amounting to 50 million, and the remaining part relates to leases and a small increase in property funding. It can be concluded that our total cash position has increased by 120 million over the past year to the previously mentioned strong level of $0.9 billion. Let us now look at our financial position. As you can see, our net cash position after loans and lease obligations is $501 million, which is an improvement of $61 million compared to last year. We have just explained the slight improvement in our trade-offering capital, which means that we are now looking at shareholders' equity, which has increased by $62 million compared to a year ago. The explanation for this is as follows. We have earned a net income of 211 million. We had a negative effect of 24 million related to the exchange rate. And as explained earlier, we paid a total of 160 million in dividends and share buyback. And we have an effect related to the post-employment benefit obligations. Next, it's good to look at solvency, which has been further strengthened compared to last year. And finally, we can also see on this slide that our return on average capital employed has increased. This is a positive result that demonstrates strong financial effectiveness. Now back to you, Beruit.

Thank you, Henry. I would like to conclude with the market trends and our outlook I would like to conclude with the market trends and our outlook for the full year 26. Here we show you a photo of the Leers in Belgium. At Project the Leers in Anderlecht, we are creating a modern, vibrant district that brings living, working, and learning together in one integrated development. Bam Kairos, as developer, and Bam Interbuilt, together with partners, delivered a state-of-the-art school campus and child care facilities. This project reflects our capability to shape inclusive communities and deliver long-term value for the city and its residents. We are pleased with the developments of our order book, which has maintained at the high level of €13 billion. This while we continue to focus strongly on order book quality and selective tendering in key markets, where we have proven competitive advantage. Now over to the market trends. In the Netherlands, the residential market remained strong. driven by stable consumer confidence. The non-residential market is cautiously optimistic, specifically in the education and office sector. In Sylvil, there are many attractive growth opportunities driven by the energy transition and the transport market. There remains a strong rationale for essential investment in energy transition, infrastructure, defence and sustainable and affordable homes. The Dutch coalition agreement Aan de Slag or get to work, creates opportunities to move forward, such as building faster, increasing grid capacity, and improving our roads, bridges, and locks. We also see opportunities in it to achieve the goal to build 100,000 homes per year, but it does require decisiveness, clear choices, collaboration, and investment. The construction market in the United Kingdom is expected to strengthen, supported by the government's continued focus on energy security. The government's 10-year infrastructure plan is ambitious, and defence investment is also set to increase. The recently approved UK Planning and Infrastructure Bill has the potential to accelerate approvals for major projects. In London, commercial planning activity is rising, with growing emphasis on retrofit developments. In Ireland, the $275 billion national development plan is expected to provide a significant boost to the construction sector. Delivering complex infrastructure projects and new homes are essential for creating thriving communities. But this requires stability, clear planning, and commitment beyond short-term political agendas. Now over to the outlook for the full year. We continue our disciplined contract and risk management approach, which is a fundamental priority with our strategy, to enhance our financial performance and predictability. For 2025, BOM expects to deliver further growth in revenue and adjusted EBITDA. Thank you for your time. We are proud of the set of results we have just presented to you. In our view, these numbers emphasize that our strategy, focus, reform and expand is paying off. Now, let's go to your questions.

Firstly, let me address the loss I do see in your German, Belgium and international business units.

You mentioned that UK Island Belgium did well, so it seems that you still booked a loss in Germany or international, so could you share some additional information about this 9 million MBDA loss? yeah that is true that line is a combination of the Belgian result and some legacy items we need to we still need to solve in this case one of the two legacy items we still had in Germany that was settled not so long ago during the year and yeah that balance is now with the let's say the positive result in Belgium OK.

Secondly, you made a nice improvement in the Netherlands and the UK. There's not a Dutch construction company listed in the Netherlands making an EBDA margin more than you do in the Netherlands. Is that something you – is it a targeted margin for you? Is it realistic for you to also generate such a profitability? The UK is a different story, different structure. But if I just look at your Dutch operations versus those of the Rosmalen-based one, is there a major difference why you could not or should generate a similar margin?

Of course, I fully respect our competitors, including our friends from Rosmalen, but it's not up to me to discuss their results. Of course, I'm here today to discuss the BAM results. Of course, we try to improve margins. We also try to improve revenues. It's also the outlook for this year. We see good development of the financials of the Dutch division. And, of course, it's very difficult to compare the exact mix of activities with the different companies. So that's maybe a game I'm not going to play. So I look at the individual, let's say, segments of our business and try to maximize results there. I see a lot of opportunity to increase revenue and to look at profitability. Of course, this year we also had a good growth in revenue, so that's also the balancing act of looking for attractive projects with higher margins and lower risk. So that's a balancing act we are playing. I'm really happy with the 2025 results here because we saw it needs organic growth in the division with improvement of the margin. And, of course, we are aiming further margin improvement going forward also for the Dutch division. Also, one of the reasons why we invest heavily in property in the last year's financials, you see a big increase in investment in property, normally leading also to a higher margin in the balance. There are a few thoughts, I think, on looking at our margin.

You sold much more homes than what you indicated, because the guidance was more or less flat, but you clearly beat that number. Has home sales been brought forward into this year?

And are you also willing to provide a guidance for what you expect for this year, excluding the Broekland acquisition? yeah of course also selling of homes isn't a kind of a mixed bag of of homes over the year you have the that's more let's say out of the city homes family homes but you also have a lot of and that's that's getting more important in the dutch market apartments smaller apartments as well and you saw that in the last part of the year our sales numbers were heavily impacted by some deals with investors, a few bigger deals that gave a real push to the number of homes in the last quarter especially. So no, we brought nothing forward. That are deals that are developed over a longer period and then they appear at the moment. In this case, at the end of the year, pushing the end of the year, and then that leads to a big increase. It can be a few deals that can make a difference of hundreds of homes. So we're very happy with the development. More importantly, of course, we are investing strongly in property to have a structural increase of our home sales for the next years. The Blockland acquisition was was important in that sense as well, leading to approximately 200 additional homes a year. So looking for these kind of opportunities is important to have a structural increase of the number of harm cells.

Lastly, for the moment, I think this one is for you, Henry. We do see depreciation etching up quite a bit lately. It has not so much to do with your capital expenditure, intangible and intangible assets, but much more to the lease liabilities. Could you provide some guidance for this year what we should expect for CAPEX and lease liabilities and depreciation?

Yeah, if you're talking about the depreciation in detail, you compared it with a year ago an increase, but it was also based on temporary site accommodations which were required by the client and causing a higher depreciation and a specific element in our energy sector. We are expecting for 2026, if you're talking about CAPEX, more or less similar numbers like we are now reporting for 2025, and the same for RRU as well.

Good morning, Martijn Andrijf, Rabien Amro. I would like to start off, as I usually do, with the guidance you mentioned in the press release. Earnings visibility continues to improve. Solid high-quality bidding pipeline continues discipline. If I take out the claim settlement in Germany, your EBITDA margin was closer to 6% than the reported 5.7%. So I was wondering, what is keeping you from providing an update on your medium-term targets? Is that the usual under-promise, over-deliver, bump strategy, or are there other elements No, that is clearly part of it.

We like to be very predictable in that sense on how we communicate, especially at the beginning of the year.

So normally in this meeting, we are always a bit cautious on giving an outlook for the whole year.

And then during the year, based on performance, we will give you more detail in the outlook. That's what we do every year. And in that sense, we like to be predictable going forward. The other hand is indeed we are in the last year of a three-year strategic cycle. where we promised the market a 4% to 6% margin window and a more than 6 billion euro company. In 2025, we delivered already 7 billion and almost 6%. So that brings us into the situation where we have to rethink strategy going forward. And that's what we are doing now. so probably by the end of the year early 26 there will be a new strategic window announced to the markets with our new strategic financial targets for the market as well including capital allocation strategy for the years to come so we try to keep to stick to that kind of rhythm every three year let's say an updated strategy of course we're happy to see that we already touched our targets in 2025 but it's no reason now to jump to conclusions for for this year we are rethinking our strategy it is working over the last couple of years with big improvement also happy to see that our shareholders are profiting from that too with the the biggest increase the most successful share in the mid cap last year i think they are that they are seeing that this strategy is working and of course we we try to in that sense in the promise and over deliver again also for the next phase of the strategy but we are doing our homework for that right now got it then my second question is on bum construct UK would you be willing to share if you take out the facility management part and the property development part but the roughly you can use ranges and if you if you like on how that unit has performed in 2025 relative to 2024 just

so we can get a bit more clarity there.

Yeah, so back in the days, the first half of 2025, we already achieved a result, a positive result in that Construct UK arena. In the second half of 2025, it improved further. And if you take out the revenue related to facility management and also the EBDA part of that, then the difference is roughly 0.2%. That means that Construct UK on its own is already delivering a very strong result. and we are expecting a further improvement in in 2026 as well that is indeed a strong performance um and just one follow-up a tiny one on martin's question i think this settlement in germany was the final one right with that with this settlement the whole bomb germany warranty element is gone there were two settlements first of all it was related to an old project project like we discussed and also explained in the first half of 2025 and the second one was indeed related to bang deutschland as an entity and that was the so-called sp a share result mechanism together with

the buyer okay and then there is still receivable in our balance sheet this is also explained and disclosed in our annual report which we are discussing with with the customer from back in days in terms to solve that topic as well got it okay and then on on the civil UK performance maybe we've gotten a little bit too enthusiastic but I was wondering if you could could clarify why the EBITDA margin actually performed the way it did the UK civil engineering market is quite brilliant but yet the But the A-margin declined here. Can you explain that to us? What happened there?

I can start. Maybe you can help me. If necessary. That's the phasing of projects and the historical projects and the finalization of projects. Sorry for that. I was just saying it has to do with the phasing of big projects. In 2024, we had some finalization in the mix more than in 2025 where we started up some of these bigger projects. and then you can see that in the finalization of a project normally the margin goes up and in the beginning there's a more conservative look at these projects so in the mix it looks like a negative development which is absolutely not true because we see in the order book going forward an increase in margin for these projects but that's how we in iforest used to let's say estimate these results of these projects I see fantastic revenue growth over the last three four years I think it doubled the business almost the civil engineering UK so it's a star performer in the group but I think that's a bit the explanation but Henry I'm looking to you as well that's the complete story indeed really pleased also with the developments over there as well.

And the difference between 2024 and 2025 is roughly $10 million. On that high level of revenue, that's quite normal and a normal pattern also in this business.

Okay, got it. And then one question on industrialization, BAMWOOD, BAMFLOW. The first part of that question is, did it contribute positively to EBITDA in 2025?

And my second question is, how should we think about that that activity going forward yeah i think in all honesty that that is still a development so let's say part of the of the strategy and we try to we started up the factory late 24 i think so we were really in the market in 25 for the first time with i'd say real homes so it's it's not an ebitda contributor at this moment in time that will take probably this year to get to that kind of numbers. You need to, of course, also convince the market that these are fantastic homes to live in. We had now several people living in these homes and they're pretty excited about it. But it takes some time. In the country where people are very much used to concrete and stone houses, of course, you need to take some time to change that kind of conservative issue, if you can call it like that, attitude towards these houses. We are convinced that these houses are, let's say, more convenient to live in from an atmosphere point of view. But it takes some time. And it's not, let's say, a big, financially a big issue. Of course, we want to make it EBITDA plus as soon as possible. But for the long term, it's really important to build these more sustainable homes that indeed take out CO2 from the air instead of emitting CO2 into the air. And, yeah, I think that is a big opportunity. And, of course, we're not the only ones in the market to do that. And together, I think we will develop that culture in a positive way and get these homes in the market as soon as possible.

Just one short follow-up. Is there any other industrialization plan ongoing that we should be aware of?

I think it's a broader item in all construction. Also, looking at non-residential, you see that more and more parts of the building are industrialized and coming from factories before they are installed into, for example, the new ABNMRL office that you saw in September. You see parts of that coming from suppliers from their factories directly. It also has to do with all kinds of cables, for example, cable channels that come from factories. You don't see that, but it's all industrialized. It comes, let's say, ready-made into the building and is then installed. So this is a more broader development, also in infrastructure, apart from only the wooden homes. Okay, that's it for now. Thank you.

Good morning. Simon van Oppen, Kepler-Chefreux. I have a follow-up question on Construct UK. Good development there, and you mentioned project selectivity. Could you please give some more color on what drove this strong development, also in terms of project selectivity, and how did this progress into 2026?

Yeah, let's say after the disappointing results earlier, 23, 24, we decided to reshape the strategy for Construct UK, cost-wise, but also strategy-wise, much more focused on, for example, education and healthcare in the UK, and go for mid-size projects with now and then, let's say, special in the commercial field. So that portfolio is now much more clear where to go for. And luckily, the UK government is investing heavily in these frameworks, as we call them, for healthcare and education, where we are, let's say, participating in for the long term. So it's partly looking for that new portfolio that gives us the trust and confidence that margins will go up in the new future. And it was also, let's say, finalizing some, let's say, legacy projects that we still had, where co-op life, I think, was by far the most important one. Now, that combination of profitable projects, cost drive and ending co-op life led to the performance in 2025 and you see like Henry is saying an improvement in the second half of the year so indeed getting to a more normal profitability already in the second half and we trust that that will then increase in in this year as well and could you share roughly how much education and healthcare within construct UK makes up of that specific uh division or what you are targeting um to uh to achieve i don't think we have that

percentage on hand we have to look that up yeah but i think it's mainly looking back education at this moment in time and some commercial wheels thank you good morning leontine well abby a b m a few a few questions from my side uh first one is defense and energy security opportunities you mentioned them both for UK and the Netherlands. Are there any difference in I would say margin perspective for the concerning those opportunities?

Difficult to say. I think the defense is probably a different segment than the energy security segment of our market. In defense is also a very wide range of activities. I think there's still a lot of development to get that really developed by governments and bring it to the market. We're already doing some important jobs in the defense sector. For example, the new head office of the Belgium Army in Brussels near the NATO building. We are building together with others. It's a 350 million euro building. But it can also be indeed investment in infrastructure can also have now a defense kind of character as well. It can also be a hangar for planes, so it's a very wide range. It's also housing for soldiers, something that was neglected by governments for decades. And now we need huge investments to get that to, let's say, an acceptable level for people to live in. So margin-wise, of course, we will be very critical there as well. and have, yeah, let's say the same kind of criteria for margins as for other projects. So I'm pretty positive there that, especially when there is speed required, yeah, then also we need to see, let's say, margins linked with that in our portfolio. In the energy transition segment, yeah, we see good margins because the parties, our customers there, they see how scarce our capabilities and skills are and are willing to come to realistic pricing if they can trust our delivery. And that's the same in the UK as in the Netherlands.

So there are no big differences in the margin potential considering the two regions? There are no big differences?

No, I don't think so. I don't think so. I think it's the same. You see the same kind of project. It's very nice to see, for example, that National Grid, which is a kind of tenet for the Dutch-speaking audience comparing to Tenet in the Netherlands. Yeah, we are doing for them the same project as we do for Tenet, for National Grid. So, for example, a land station bringing energy from the sea, wind energy, to consumers on land. So these projects are, let's say, copies of each other. And it's very nice to see that now we brought these companies together, together with our teams, to learn and to get some synergy from these projects. But I don't see a big difference in margins, no. Okay, thank you.

Maybe to stick to grid congestion a bit. Concerning your property development portfolio in the Netherlands, how much of the development portfolio is impacted by grid congestion? And especially as there's, well, there was a huge message from Tenet last week concerning three provinces in the Netherlands. An acute stop was communicated to happen maybe this summer, the start of this summer. How does that affect your property development portfolio?

Well, I think it's a very valid point, and that's one. We also have the nitrogen issue as well in the Netherlands. These are things that are not helping. In BOM, we see it like that. There could be a huge acceleration of home building in the Netherlands if these things were not there. Everybody wants that acceleration, and of course that would be very profitable for companies like BOM if that would happen. We are pushing and pulling and trying to drive this, let's say, decisiveness in provinces, in communities, but also on a national level, to take these barriers out of the way. But it's a pretty complex game in solving nitrogen, solving the congestion. In solving congestion, of course, BOMP can play a role. We are doing that in several regions. But, yeah, again, it needs central direction, I think, to make this happen. So I don't see it as, let's say, a major issue for our actual numbers, but it would be very good, of course, for acceleration of our numbers. That's more, I think, how also, yeah, together with our partners in the market and our competitors in the market, we're looking at this. if you want to build more homes, you need to do, you have to have some decisive action because you can talk about regions where you need acceleration or breakthrough areas or all kind of building 10 cities. But it's easy to say that, but to have the real central direction and government decisions to make it happen, including nitrogen, including congestion, including necessary infrastructure to these homes, yeah, that takes a lot of different decision-making, I think. And that's, over the last years, not happening in the Netherlands.

It's a complex issue. Could you give an indication how much, which percentage of your property development portfolio is related to those provinces in the Netherlands who are impacted most at the moment?

Yeah, that's difficult, because indeed you have the nitrogen issue. have the congestion issue, of course, we try to then balance that out. And if we see issues there with these two elements, we try to rebalance the portfolio into different directions to still deliver these kind of numbers. And until now, that works. That works out fine. For 26, that will work out fine. But longer term, of course, these issues need to be solved. And, of course, we are hoping that the new government will take decisive action there as soon as possible. Ministers will be appointed on Monday, I think, so let's see what happens.

Last question from my side. You mentioned high activity level of non-transcendental activities, in the Netherlands especially. In the outlook for 2026, you used the words cautiously optimistic. Could you elaborate a bit on the non-residential opportunities in the Netherlands? What kind of segments? Will it be new build? Will it be renovation?

Yeah, you saw that over the last couple of years it was very difficult for the office market, for example. It was really, really difficult. Zero activity or almost zero activity. There we see cautiously some activity coming back to the markets, to the Dutch market anyhow. but also in london we see the same issue which is which is positive so that's why we cautiously optimistic about some investment also from institutional investors in non-residential yeah in 25 we had a very good year based on a very good portfolio in in the netherlands and we see some some some good wins there as well for example with the the the sucks for example in in Rotterdam, which is also a non-residential, but it is in a way residential as well, because there are 900 departments in that building. But also some other wins and some possible wins that we see in our agenda. We see a kind of positive development in 2026 for non-residential as well in the Netherlands and in the UK. Indeed, based on our participation in the frameworks, works. We are also having a very positive, a very cautiously positive view on the UK non-residential.

Okay, thank you.

Dirk Verbieser, ING. Question on the outlook and the property development in the Netherlands. Maybe let's say 2,000 houses sold in 25 was a bit of a normalized number. As you said, a few hundred were sold to investors in the later part of the year is taking that as a base for 26 in your outlook what do you expect in number of houses sold uh as an assumption in that and also on average prices sold 25 versus 24 and what do you see in those trends uh in that trend looking at the project pipeline yeah difficult and need because indeed these things are heavily impacted by the mix of of homes and deals with investors that can make a difference of hundreds of homes we're cautiously optimistic there

as well looking at you as well Henry for for for this year with the number reached over over 25 and looking at developments over the next couple of months I don't see a big difference there in prices of these homes in 26 as well so there I see still positive developments looking at pricing in in the market the number they are probably better to off the queue one look at that and it gives you a better idea on that one but it is yeah is it normalized a strategy is anyhow to increase the number of home sales for for bam and that's why we do the property investments how it exactly will turn out in 26 for me at this moment in time i don't know

no indeed so i think it's not needed to deduct all kind of one off from the sold houses in So we see it as a normal figure.

Okay. Maybe then on the energy transition, National Grid and Tenet, can you share what kind of revenues you are realizing in those, let's say, specific segments, as it also looks very promising and maybe for the next decade plus? What do you realize in those fields currently?

It's a really valid question. So if you are looking through the lenses of sustainability projects, then roughly 15% of the revenue currently is related to those kind of topics. So we are moving much faster in that direction, which is really helpful, also taking into account that it's really profitable and helpful also to drive our FDA in the right direction as well.

And then on the legacy projects, you mentioned some specifics on the children's hospital and sections being delivered to the customer in the coming weeks, I think even. When is this project? Can you remind me when should it be fully completed and delivered?

We mentioned the first half of the year. So before summer, we need to deliver the whole hospital. We want to deliver the whole hospital. and sixth floor is being delivered to the customer and that's that's really helpful because then they can fit it out with their beds but also very high-tech equipment that that are now let's say bringing into the hospital which is really positive they're very excited about the building so it's pretty high quality which is good to say after many many years of construction but the good news is indeed to that that handing over and commissioning is now in process i think that's that's an important step yeah and in financial terms that there was no uh negative

impact anymore in 20 over the course of 25 okay no we said all time maybe you remember that the claim somewhere in 2024 and a result at this moment in time is stable and then the fehmann belt yeah because it's such a recurring topic can you give some more details you said yeah we are in discussions we have 12.2 percent in the consortium first elements are completed or delivered what so where are you in this process on the construction side and also in the discussions with the with the client yeah i think that's uh absolutely true and i think we since a couple of

years we're pretty transparent on this legacy portfolio we still have from the past so probably five years ago we had something like 23 of these projects on the agenda so we had long discussions with you guys all the time about all these projects this year is very important indeed like the new children national children hospital I have to say will be delivered to the customer we have still the Brisbane project where we deliver a metro system to the city of brisbane in australia that will be delivered in q well let's say first half year 27 i have to be careful so almost also in the last phase of the project and then remaining is the famous feyman belt tunnel between denmark and germany very complex huge project we have 12 percent a bit more and indeed like with all these big projects yeah we are in constant discussion with with the customer on how to how to proceed and how to look at risks and how to look at the timing of the project today we see the first immersion plant for first half year so we are now preparing everything to make that happen together with local authorities and i think that's a big moment if that happens that proves as well that this whole system can work and then for the next four years this will be part of this this element or this project will be part of these meetings because there is something like four years planning to immerse all the 92 elements of the tunnel resulting in an 18-kilometer tunnel between the two countries.

But let's say on timing of discussions with the clients on finding a solution within those four years, or what should we expect for that?

Probably you will have these discussions throughout the whole project. Of course, what we try to do is to work together and get this as efficient as possible into the sea. But it's pretty complex and many, many elements are linked to this from a sustainability point of view, from a planning point of view. You have the German government, you have the Danish government. It's pretty complex. Not many tunnels like this were immersed in the world of this size. So I expect this to be, let's say, highly on my list of activity for the next four years.

And maybe to round up, in your order book of 13 billion, what is the amount of the legacy portfolio?

Well, looking at you as well, Henry, but it's pretty small, I think.

Yeah, pretty small, as I already said by Rutte, Brisbane is mostly done. So as you're talking about the delivering of that metro, that's still about commissioners. So the construction work is done. So no big amounts left there. Yeah, and then still the 12.2% stake related to FLC.

Well, you can't say in euro, million terms, what it is.

Not talking about numbers. I think far below the 10%.

Far below 10%. and children's yeah children's hospital is also close to that building is already as explained complete it's about commissioning so the construction work is done okay and facing over system hospital is a kind of a journey so you need more time to deliver all those floors so also the remaining part in our order book is really limited thank you I'm wrong with a few follow-ups.

Well, I guess there are some pretty specific questions, so I'm going to continue a little bit on that front. Completion of the children's hospital and commissioning and transfer, should we read that as a final settlement is also quite near? or can those discussions mediation or perhaps even arbitration linger on continue a bit longer than your official handover how should we think about that yeah so normalize such a case you deliver the hospital and then there is a final moment in terms of building up your total documentation your final account then we need to submit it to the client and then there's at least two to four months discussion about the content and all those kind of stuff and then still the

question how to move forward and do we have then a final settlement or is there still kind of a conciliation part of that process ongoing as well okay and in taking that into account just that dialogue is still constructive it's still it's not like now that completion is nearing that parties are taking perhaps a stricter stance given the uh it's always It's quite a single component part of the SL, but it's still constructive.

And then on the tunnel, I understand your cautiousness, but the way I read it is that if you can immerse, the trench issue must have been solved. if you immerse the client has accepted the installation vessel so some of the hurdles must have been resolved up until a certain extent that doesn't mean that the discussion about potential costs related to the delays have been resolved but it seems as though things are moving in the right direction is that the right way to think about it or should we really

be more cautious and careful of course i would wish to say yes to that question but it's pretty complicated because the trench of course is also 18 kilometers so of course the immersion is now on the first the first element is let's say 200 meters so there is still work to do also on the trench i think going forward i don't think that's impossible to do but And I'm cautious because of, yeah, technicalities are complex on that trench. And let's see what happens when we start to immerse more elements. But it's an important moment. I fully agree with you. Of course, if that works, then indeed, let's say the system then proves it can work. That is important for all of us, I think.

I know that Vinci is the lead contractor within FLC. Are you, as BOM, consulted on every step, on every discussion that you're having with Sun & Belt or even the Danish government?

Absolutely. I'm personally involved there to a large extent.

Moving on. On your trade working capital. If the proportion of non-resi is moving in the right direction and your infrastructure projects and the grid related is moving in the right direction, what would be the normal guidance then for trade working capital? I would assume that it actually becomes more negative.

First of all, we are really happy with the current status. and also, as I already said, the fact that we are now stable for two years in a row and expecting for the upcoming period roughly minus 12% as a kind of a proxy. And I think there's still a healthy number relating to this type of industry.

Okay, so no major movement at that level. And then my final question. I couldn't derive the actual amount of the restructuring chart. Was it a material amount in 2025, the restructuring charge? No, a very small number. Okay, then I'm not even going to ask what it is about. Neglectable. Okay, got it. Thank you.

Maart van Beekje hier, a follow-up from my side. You have signed a cooperation agreement with Rolls-Royce and Zemar for the UK and for the Netherlands. Why have you not signed an agreement, a global agreement, to offer your services? And what has now become, with Hoogtief also joining this market arena, has that become a threat to you that they might take business outside of the Netherlands and the UK?

No. We have a very specific role in that group of companies. We deliver a patented structure that is necessary or that has the function of protecting the buildup of the reactor. and that's our contribution to this whole system which then will be removed when the final structure is there that's the only thing we do in this system and that's why we were selected by Rolls-Royce to to be part of this so there will be other people involved in the total theme of set of things that are necessary to build a reactor like that But we are the partner for that part of the construction.

But only for the UK and for the Netherlands. Or have you signed a new agreement that you will service them throughout Europe?

No, that's still not clear, to be honest. I think we are still in the phase of getting some evidence that this can work. So there are discussions on building a few of these reactors in the UK. and some of them in Europe. But it's also a strategic decision we have to take further on for ourselves because we have a very clear strategy to focus on the UK, Ireland, the Netherlands and Belgium. So any movement outside these regions will be an important decision we have to take.

I understand it, but this is really one specific product which you build and then remove or, how do you say, demontage or, but you can build up somewhere else in Europe as well. For example, now in Czech Republic, they most likely will build the first one. To have a head start, I would presume that would be very attractive to service.

That is true. That is true.

I think it is a repeatable model.

But again, I think we are more focused now in getting these things on the road, show on the road to say it maybe with some disrespect because these are nuclear reactors this is not an easy product of course and i think it's really important to have some evidence that this can work uh also i think especially for the uk government as well where we will be the partner i think there is time enough for us to to think about let's say strategies outside our core our core markets. That's really not for tomorrow.

No, no, no, no, no, no, no. But we're also looking at the long term for BAM. But again, Hoogtief, might that become then a competitor in this respect?

Well, that depends then on the very long term discussions on the implementation outside our core activities. I don't know. We have the patent on this system, so we have it in our hands to make that decision strategically going forward.

Maybe a final question? Yes, please.

Yeah, two. Again, Martijn Andrijf, for Amy Nemro. If you take $7 billion as a basis, 6% EBITDA, roughly $400 million in EBITDA, you take out $80 million in CapEx, $100 million in leases, $60 million in taxes, you add back some trade working capital flowing. I'm not assuming any M&A, of course. You get to a free cash flow of roughly $200 million. The real question is, why are you so careful with the share market? Why just 40 million? Your balance sheet can bear much more than that. And you can even do that on an annual basis if the market continues to operate at this level or you improve. So how did you get to the 40 million?

Yeah, as already alluded to, also in previous meetings, we do have our capital allocation strategy, which is built upon four pillars, looking to our solvency, also our equipment, what is needed to improve our equipment it's about m&a activities land bank and indeed the dividends and share buyback if you look to the total of dividend and share buyback it's a similar figure compared with a year ago in total and paying 55 percent you know about the acquisition with regard to blokland which you are going to organize in the remaining part of this year And we need a bit more flexibility also for land bank acquisitions as well. So I think it's not really a cautious approach. I think it's a very, how do you say it, realistic approach.

Okay. Got it. And then just a final, almost bookkeeping question. But provisions and pensions resulted in a positive cash flow in 2025. How is that possible?

What did you provision for? yeah looking to the provisions we see an increase and not using it at this moment in time and that has mainly to do with the fact that our revenue as already says that growth over time I think in the last two years roughly 12 percent that means your normal warranty relate to our obligations have it regard to our built environment is also growing as well and we're not utilizing it thank you maybe yeah direct the final question yeah um on the fema belt just for my understanding the work that you've done over the past period and and let's say the revenues recognition of course

is there but in terms of billing and and cash payments by the uh by your client are you on track or is there a significant amount stuck in work in progress because of the ongoing discussions Yeah, we never go into details on specifics on projects.

That's our normal policy, but it's also out of respect for our JV partners and our customer and the negotiations we are in, our discussions we are in. So maybe later we can come back to this one, but for now we don't go into the specifics of this project.

And maybe as a last one, the 13 billion or the book now versus 13 billion last year, do you sleep better because of the 13 billion as it is today in terms of quality and visibility that you have?

I sleep better because we had a revenue of 7 billion. So if you look at the 13 billion, you have a revenue of 7 billion and you have again 13 billion. That's pretty good performance.

And in terms of overall quality?

Well, we see the quality improving margin-wise, slowly but steadily. And, of course, people expect that to grow maybe even faster. But these are thousands of projects. So to get the whole chain of margins up, yeah, it's a long-term game. It's a marathon. And steadily but slowly we see that improving, less risk, higher margin, coming through the P&L. That's how we play this game.

Thank you.

One last question, please, Simon van Oppenberg, Kepler-Scheu. I was wondering on your, let's say, recurring business, long-term maintenance contracts, can you share roughly for the Netherlands, but also UK and Ireland, how much of your revenues is related to more recurring revenues?

Yeah, more and more we see, of course, like in the facility management, you have long-term contracts. So there it's easy to calculate. but more and more in all our other businesses like civil engineering for example you see that we have long-term relationships with for example ssc scotland and with tenant in the netherlands is that recurring revenue in definition for us it's almost is because we see already the pipeline for the next five to ten years same with companies like an excess for example in the netherlands and the local energy providers. We also have 10-year kind of contracts. In Construct UK, you see more and more that our business is in education, like Henry is saying. These are frameworks. Is it recurring from a definition point of view? We can debate. But in that framework, we see for seven years, for example, business coming to us not per default, but it happens like that, of course. So, more and more, let's say, our business is in a long-term kind of approach. Also, the number of customers is decreasing all the time. We're focusing on less customers with long-term frameworks or long-term contracts. Sometimes we have a one-off project that can happen. We are not against it. But strategy is to work within these frameworks and have, let's say, a few fewer customers with long-term relationships. The percentage, well, I think it's already a big percentage of our revenue today. I don't hesitate to be behind the comma, but...

Yeah, that's a bit depending upon the definition, of course, but I think in the meantime quite a significant number. Thank you very much.

Okay, thank you very much. Ladies and gentlemen, this brings the meeting to an end. We hope to welcome you in the near future. Thank you and have a good day.

Thank you.