Property Development Construction Industrial Profit Before Tax, NOK Million Profit Before Tax, % Profit Before Tax, %

Veidekke towards 2022 Capital Markets Update

9 May 2019 Increased profitability and strengthened position Agenda

09:00 Veidekke towards 2022: Increased profitability and strengthened position Arne Giske 09:30 Property development: Market driven development from a strong position Jørgen W. Porsmyr Break 10:10 Construction: Increased profitabilty with lower risk Arne Giske ● Building Construction Denmark Jørgen W. Porsmyr ● Building Construction Norway Hans Olav Sørlie ● Building Construction Sweden Jimmy Bengtsson ● Civil Engineering Sweden Jimmy Bengtsson ● Civil Engineering Norway Øivind Larsen

Industrial: Recreate strong profitability Catharina Bjerke Financial targets and priorities Terje Larsen 11:15 Concluding remarks and Q&A Arne Giske 11:45 End

2 © Veidekke This is Veidekke

Norway’s largest and Scandinavia’s fourth largest construction and property Norway % of turnover development company 63% Competent employees Turnover 2018 Sweden % of turnover 31% 8 500 35.6 Denmark % of turnover in three countries NOK billion 6%

3 © Veidekke A growth story yielding good returns 36 Prioritising annual dividends

Annual revenue growth + 10%

Annual shareholder returns* + 16%

1993 1998 2003 2008 2013 2018

4 Source: Bloomberg (Total shareholder return) © Veidekke Trends affecting our industries

Global megatrends Industry development trends

Globalisation Digitalisation Contracting Complexity and size

Climate and Urbanisation Credibility Safety environmental requirements

5 © Veidekke Sustainability and social responsibility The core of both strategy and performance

Veidekke’s materiality analysis Veidekke’s environmental policy Six prioritised topics • Veidekke’s ambition is to be a leading industry player with regards to reductions of climate gas emissions and practical safeguarding of the environment Implementation of the environmental policy means that Veidekke: • shall run its operation in alignment with the UN’s two degree target • has integrated environmental aspects in all its activities • offers its customers added value through its environmental competencies • keeps records of the organisation’s environmental impact, in order to reduce it • Sets environmental and climate requirements for partners • contributes beyond the company itself; in industry organisations, educational institutions, R&D, and in interaction with authorities and politicians

6 © Veidekke Our most important resource Veidekke employs 8 500 people in three countries. More than half of our employees are skilled workers and certified craftsmen in their respective trades Attractive employer Veidekke is the most attractive employer among contractors for young engineers with 7-8 years’ experience, according to Universum Norway 2018 Value based management Veidekke employees are expected to be professional, honest and enthusiastic, and to have ground-breaking curiosity

Competence and experience Veidekke employees have on average 4 years of higher education and have worked at Veidekke or in the industry for more than 9 years

Co-ownership Some 50% of Veidekke’s employees own shares in the company. Veidekke’s 7 employees own 15 % of Veidekke Continuous safety work Involvement is key

We shall create a safe workplace Number of serious injuries, 12 months rolling

- 2015 2016 2017 2018 2019

8 © Veidekke Kay Fiskers Plads One of the largest building construction projects in Danmark. On behalf of the Norwegian company KLP, Hoffmann has been working one full year without injuries

Civil Engineering Industrial 20% 15%

10 © Veidekke Value added interaction in Veidekke An integrated value chain creates value for customers

Veidekke utilises the Veidekke offers an Group’s collective The project integrated delivery model competencies to ensure that secures better high operational our deliivery model quality and higher efficiency customer value

11 © Veidekke A common delivery model Utilises Veidekke’s competencies and strong positions

Development Production Operations

Position / Project Project design Procurement Production Maintenance Operations concept development

Residential project own account

Residential project on behalf of others

Commercial project own-account

Commercial project on behalf others

Public commercial (schools)

Schools PPP

Road/infrastructure PPP

Various civil engineering projects à Road/infrastructure à

Road/infrastructure (maintenance)

12 © Veidekke Project development Building construction Civil engineering Industrial Veidekke Group Dual business model – creating value through interaction

% Assignments % High Long Short Low business margins The project business margins cycles cycles Project Construction development our delivery model and Industrial

Large Few Limited capital Many employees capital Liquidity employees require- require- ments ments % % Profits

Dividends and 13 expansion © Veidekke Value creating interaction – developer and contractor An important part of Veidekke’s success

Projects • Integrated delivery secures better quality and higher customer value • Strategic development of competencies and project portfolio Property Building • Manages liquidity from Building Construction development construction in the form of negative working capital Long Short Negative High capital business business working requirements • Creates value added and reduces risk both cycles cycles capital as a developer and constructor Capital employment Access to capital • In 2016–18, our residential projects had a total revenue of NOK 18 billion, with a total profit of more than NOK 1.7 billion

Liquidity

14 © Veidekke High growth and good margin development …took an abrupt turn in the past year

Revenue Profitability NOK billion. Annual growth of ~10% since 2012 NOK million

Profit before tax Margin % 4,8 % 1 800 5% 35,6 4,3 % 1 600 4,1 % 4,2 % 31,4 3,7 % 30,1 1 400 4% 3,3 % 1 460 1 200 1 311 24,5 23,9 3% 1 000 20,5 21,2 1 043 967 800 777 1,7 % 2% 600 680 592 400 1% 200

- 0% 2012 2013 2014 2015 2016 2017 2018 2012 2013 2014 2015 2016 2017 2018*

15 * Incl. NOK 550 million write-downs in Civil Engineering Norway in 2018 © Veidekke Main reasons behind the weaker results

Project Development Building Construction Civil Engineering Industrial

• Market driven decline in • Residential construction • Losses in major civil • Increased input costs and results Stockholm generates engineering projects, lower capacity utilisation in • Low activity in Sweden, negative results due to mainly due to uncertainty asphalt particularly in the losses in certain projects related to compensation for Stockholm area • Profitability challenges in scope changes and South and West Norway, additional work and weak earnings in certain large projects

16 © Veidekke Measures to improve profitability already implemented

17 Facsimile from Veidekke’s presentation for Q3 2018 © Veidekke Safeguarding results to increase margins in 2020 Necessary and vigorous adaptation to a changing market

Group margin before tax Percentage A Civil Engineering Norway: Write-downs 2018 5%

Civil Engineering Norway: Portfolio changes and B 4% cost adjustments E D >3.5% C 3% B Building Construction Norway: From generalist A C to product specialist

2% Building Construction Stockholm: Improved D residential construction and portfolio adjustments

E Industrial: Asphalt tender calculations, improved planning and increased road maintenance results 0% 2017 2018 Target 2020

18 © Veidekke The project portfolio has grown substantially Strong growth over past four years

Order book, Construction NOK billion 35 Norway Sweden 30 Denmark

- Q1 2010 Q1 2011 Q1 2012 Q1 2013 Q1 2014 Q1 2015 Q1 2016 Q1 2017 Q1 2018 Q1 2019

19 © Veidekke Portfolio risk profile affected by large projects 10% of the projects account for 50% of revenue 25% 26–50 % 51–75% 76–100%

Average project: NOK 105 million

1 -12 13 -48 49 -120 121 -450 Number of new construction projects above NOK 10 million, past 24 months 20 © Veidekke Improve risk management: Reducing risk of big losses Satisfactory results in large parts of the portfolio

Loss projects considerably weaken portfolio margin • Veidekke completes many successful and profitable Project revenue in ongoing projects ranked by profitability, quintiles projects every year

Best 20 % Worst 20 % • We perform better in certain segments and geographies and will prioritise these to safeguard results

• Our focus: • Strengthened risk management Margin • Improved calculation • The right project management for the right projects

20 % 20 % 20 % 20 % 20 %

*Analysis of the 170 largest ongoing Construction projects, by final margin prognosis

21 © Veidekke Improve risk management: Reducing risk of big losses Exclusion of four projects increase margins by <2%-p

Loss projects considerably weaken portfolio margin • Veidekke completes many successful and profitable Project revenue in ongoing projects ranked by profitability, quintiles projects every year

Best 20 % Worst 20 % • We perform better in certain segments and geographies and will prioritise these to safeguard results

• Our focus: • Strengthened risk management Margin • Improved calculation • The right project management for the right projects 4 projects

20 % 20 % 20 % 20 % 20 %

*Analysis of the 170 largest ongoing Construction projects, by final margin prognosis

22 © Veidekke Firmer risk handling Improved risk management at all levels in Veidekke

GENERAL RISK MANAGEMENT 3 The Group’s total risk exposure within a defined framework

RISK MANAGEMENT OF All projects to be assessed with regards to available capacity and PROJECT PORTFOLIO 2 competence, previous performance and the composition of the portfolio

Assessment of available management capacity and RISK MANAGEMENT OF competence at project level is the most important element INDIVIDUAL PROJECTS 1 to control risk and maximise opportunities – risk assessments in the tender process to complement calculation

23 © Veidekke Veidekke’s ambitions towards 2022 Profitability before growth – maintain attractive dividend

Revenue growth Margin 2022 Dividends Serious injuries 3-5% >4.5% >50% 0

p.a. before tax of net results

24 © Veidekke Construction: Increased profitability with lower risk Prioritising projects and management capacity

Construction segment towards 4.5% in 2022 Margin before tax

5% 4.0-4.5%

4% 3.0-3.5% 1 Safeguarding results until 2020

2 2% Adjust strategy to achieve lasting increase in profitability

0% 2013 2014 2015 2016 2017 2018* Target Target 2020 2022

25 *Incl. write-downs of NOK 550 million for Civil Engineering Norway in 2018 © Veidekke Industrial: Regenerate good profitability Focus on Asphalt and Road Maintenance

Profitability to return to historical level Margin before tax

>5% 5% 1 Safeguarding results until 2020 4% 3.0-3.5%

3% 2 Position and capacity towards 2022 2%

0% 2013 2014 2015 2016 2017 2018 Target Target 2020 2022

26 © Veidekke Property Dev.: Market driven growth from solid portfolio Develop attractive projects from the land bank

Property Development in Sweden and Norway Profit before tax, NOK million

600

500 1 Norway: Take advantage of a good market 400

300 2 Sweden: Manage a challenging market 200

100 3 Capital: Increased capital efficiency

- 2013 2014 2015 2016 2017 2018 2022

27 © Veidekke Middelthunet Nordea’s old headquarters in Oslo are transformed into an attractive residential area located in close proximity to Frognerparken. The apartments are optimised for smart house technology Property Development Market driven development from a strong position

Jørgen Wiese Porsmyr, EVP Capital Markets Update 2019 The core of our model Interaction creates profitability and customer value

Land acquisitions Sales start Construction start Moving in

Development Production Marketing and Strategy Selection Concept, development and regulation Production/Construction Delivery pre-sales

Project development residential/commercial

Building Construction commercial/residential

● Acquisitions aligned ● Concept and project development in ● Pre-sales of >50% ● Utilising competencies and ● Measure with the strategy in close co-operation with contractor before construction scale advantages customer Property Dev. and starts satisfaction ● Working with relevant authorities on ● Joint management of the Building Construction regulation and zoning ● Right project at the construction process right price

1 to 2 years 3 to 5 years 1 to 3 years 1 to 3 years

29 © Veidekke The core of our model Interaction strengthens our position

Land acquisitions Sales start Construction start Moving in

Development Production Marketing and Strategy Selection Consept, development and regulation Production/ Construction Delivery pre-sales

Effects of the interaction between Property Development and Building Construction Opportunities

Time Value creation Value realisation

30 © Veidekke Good land positions in the metropolitan areas

• Solid foundation for activity over the coming years • Limited need for immediate increase • Sized and positioned for a better market in several regions • Flexible execution model; we will make good choices with regards to form and timing of project realisation

31 *Including joint venture projects © Veidekke Norway – business model and financials Capital intensive development phase

Capital invested Capital, liquidity and financing Land values, development costs, investments in JVs and construction costs NOK million • Capital intensive development phase 4 500 • Land payments normally due upon signing of 4 000 agreement before start of project development 3 500 • Payment from customer due upon delivery of 3 000 completed apartment/house 2 500 • Large share of portfolio in partnerships (55%) to reduce 2 000 capital requirements 1 500

1 000 • Financial approach increasingly important to ensure land bank efficiency 500

- • Estimated surplus values of NOK 1 billion in the land Q1 2016 Q1 2017 Q1 2018 Q1 2019 portfolio

32 *JV: Joint Ventures © Veidekke Sweden – business model and financials Options and limited working capital

Capital invested Capital, liquidity and financing Paid land and land with delayed payment agreements, plus development costs NOK million • Land payments often due at zoning (long after initial 4 500 option/purchase agreement) 4 000

3 500 • Housing cooperative model in Sweden: Payment for sold apartments at start of construction. Construction financed 3 000 by the cooperative 2 500

2 000 • Veidekke guarantees completion and repurchase of any unsold apartments/houses 1 500

1 000 • Partnering only to a limited degree

500

- Q1 2016 Q1 2017 Q1 2018 Q1 2019

33 © Veidekke Development of commercial property projects Sharp and capital-efficient initiatives

Offices Commercial as part of residential Logistics properties

● Main product ● Competence development ● Develop existing land bank ● Office properties – often for own use ● Enhances value of residential projects ● Cooperate with our own contractor and complementary partner ● Continuity – secure projects, always in ● Strengthens position in acquisition market cooperation with others

34 © Veidekke Results and activity Good value creation over time

Profits and return on capital Units sold Units under construction NOK million Veidekke’s share Veidekke’s share

600 25% 1 600 3 000

1 400 500 2 500 20% 1 200

400 2 000 1 000 15%

300 800 1 500

10% 600 200 1 000 400 5% 100 500 200

- 0% - - 2014 2015 2016 2017 2018 12m 2014 2015 2016 2017 2018 12m 2014 2015 2016 2017 2018 12m Norway Sweden ROC Norway Sweden Norway Sweden

35 © Veidekke Residential and commercial project sales Realised gains of more than NOK 500 mill. since 2014

Effect on Profit before tax • Project transactions to realise value created in the NOK million development phase is an important part of our strategy 150 • Conscious choices on a project basis • Criteria; opportunities in the market and operational 125 and financial optimisation of own portfolio

100 • High transaction activity in 2019 75 600-700 • Developed plot in Bærum sold with NOK 40 mill. gain 50 • Several ongoing projects for possible conclusion from Q2 2019 onwards 25

- 2014 2015 2016 2017 2018 1H-19 est. Norway Sweden

36 © Veidekke Property development Sweden

Flatås Park, Gothenburg

Central Park, Malmö

Veidekke Flex: Ängslyckan, Ale Hagaterrassen, Hagastaden Stockholm The housing market in Sweden Sales decline reflected in building starts

Building starts, apartments and small houses • Building starts stabilising at a lower level 12 month rolling per quarter, number of units • Sales of new units still far below peak levels 60 000

50 000 • Short term: buyers market in 2019 • Relatively large supply of newly developed homes 40 000 • Limited financing options for buyers

30 000 • Long term: Supportive fundamental conditions 20 000 • Positive macro prospects • Increased demand expected 10 000 • Good prospects for developers with long-term industrial positions and solid financial position - 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source: SCB and Veidekke

38 © Veidekke Activity in Sweden Strong decline in unit sales, high sales ratio

Units sold Units in production and building starts Veidekke’s share Veidekke’s share

1 200 100% 2 000 84% 1 750 1 000 80% 1 500 800 60% 1 250

600 1 000

40% 750 400 500 20% 200 250

- 0% - 2014 2015 2016 2017 2018 12m 2014 2015 2016 2017 2018 12m

Units sold Sales ratio % Under construction Start-ups past 12m

39 © Veidekke Market driven activity for sales starts Probably few starts in 2019, increase expected in 2020/21

Sales starts residential units, Sweden • Sales starts highly dependent on developments Number of residential units, Veidekke’s share in the Stockholm area housing market

1 200 • Two or three new projects under consideration 1 100 1 000 for sales start in the Stockholm area in 2019 • Veidekke has many projects available for sales start 800 800 in all regions at the end of 2019 690 600 600 • Which projects, and scope and time will depend on market 400 470

200

- 2014 2015 2016 2017 2018 2019 est. 2020

40 © Veidekke Action plan Sweden Prioritising sales and the current situation

Now 2019 2020 2021 2022 à

Sales and start-ups ● Sales of units in production ● Intensify sales starts Adaptation and dimensioning ● Develop residential and commercial projects in existing portfolio ● Dimension activity and costs ● Transactions and optimisation of land bank

Prepared and ready ● Be in position to take advantage when the market improves

41 © Veidekke Property development Norway

Sølyst ,Stavanger

NærByen, Trondheim

Middelthunet, Oslo

Nyegaardskvartalet, Oslo Housing market in Norway «Back to normal»

Start-ups apartments and small houses • «Back to normal» 12 months rolling per quarter, number of units • Extraordinary sales levels in 2016/2017 30 000 • Short term: Healthy market, increased competition 25 000 • Demand for housing is solid, but properties have

20 000 become less attractive as investment objects

15 000 • Long term: Relatively stable development expected

10 000 • Solid fundamental market conditions

5 000

- 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source: SSB and Veidekke

43 © Veidekke Activity in Norway Increasing sales and high production

Units sold Units in production and building starts Veidekke’s share Veidekke’s share

500 100% 700

600 400 80% 500

300 70% 60% 400

300 200 40%

200 100 20% 100

- 0% - 2014 2015 2016 2017 2018 12m 2014 2015 2016 2017 2018 12m

Units sold Sales ratio % Under construction Start-ups past 12m

44 © Veidekke Increased sales starts in a healthy market Middelthunet and Nye Lilleby important in 2019

Sales starts residential units, Norway • Large number of sales starts expected in 2019 Number of residential units, Veidekke’s share • Middelthunet, Oslo, with 165 units 800 • Nye Lilleby (B4/B5), Trondheim, with 370 units in total 700 • Other potential projects

600

500 530 • Launch of several projects expected in and around Oslo in 2020, although fewer than in 2019 400

300 300 270 200 250

160 100

- 2014 2015 2016 2017 2018 2019 plan 2020 plan

45 © Veidekke Action plan Norway Projects ready for market

Now 2019 2020 2021 2022 à

Take advantage of the market ● Utilise the healthy market through start-ups and transactions Business development and commercial properties ● Develop organisation and projects to become Norway’s leading builder of neighbourhoods ● Larger proportion of commercial developments

46 © Veidekke Property Development Outlook Market driven development from strong position

1 We have strong, long-term positions Property development, Sweden and Norway Profit before tax, NOK million

600

500 2 We will develop profitable projects with high returns on capital 400

300

200 3 Profits will vary with market activity, units in production, and transactions 100

- 2013 2014 2015 2016 2017 2018 2022

47 © Veidekke Nyegaards- kvartalet Veidekke’s largest wholly-owned residential project will be BREEAM- certified and built on a fossile-free construction site. Construction Profitability and risk

Arne Giske. CEO Capital Markets Update 2019 An attractive construction market in Scandinavia Large addressable market

Construction market 2018 Construction market Building construction and infrastructure Production per year, NOK billion CAGR 300 Civil Engineering Apartments and Commercial Apartments and small houses Private commercial buildings NOK 234 billion small houses buildings + 4 % 250 Public service buildings NOK 198 billion NOK 144 billion Civil Engineering

200 - 8 %

150 - 2 %

100 Public service + 0 % buildings 50 NOK 79 billion

- 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

49 © Veidekke Construction in Veidekke Solid position in a large market

Geografical distribution Diversified product portfolio Revenue per segment and geography Revenue per product ● Veidekke is Norway’s largest Building, Other Civil construction company Denmark Engineering 8% 11% Commercial Anlegg buildings30% ● Solid Scandinavian footprint Sverige 12% Transport Building, 15% ● Differentiated by product, NOK Norway NOK sector and geography 30 44% 30 ● Strong growth over the past Building Sweden billion billion five years 21% Residential Public ● Improving profitability from buildings Anlegg 27% 18% today’s position is top priority Norge 15%

Norway, 59% Sweden, 33% Denmark, 8%

50 © Veidekke Increased order book Shift towards commercial buildings

Growing order book BRA acquisition in 2018 strengthened Commercial Order book by business units, NOK billion Order book by segment, NOK billion

35 35

30 30 24%

25 25 37% 19% 20 Civil Engineering 20

15 15 27%

10 10 57% Building Construction 5 5 36%

- - 2014 2015 2016 2017 2018 2019 Q3 17 Q4 17 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Building Construction Civil Engineering Commercial Civil Engineering Residential

51 © Veidekke Increased revenue but lagging profitability Decline in Civil Engineering profitability

Growth in both Building Constr. and Civil Engineering Development: Building Constr. flat, Civil Engineering weak Revenue, NOK billion Profit margin before tax*

35 6%

30 4% 29% 25 2%

20 0% 25% 37% 15 -2% 23% 10

-4% 5 34% 52% - -6% 90% 2011 2012 2013 2014 2015 2016 2017 2018 2012 2013 2014 2015 2016 2017 2018

Building Construction Civil Engineering Building Construction Civil Engineering

52 *Including write-downs of the Civil Engineering portfolio in Norway of © Veidekke NOK 550 million in 2018 Major new building construction projects Shift towards more commercial buildings

VIA in Vika, Oslo Kay Fisker Plads, Copenhagen Geely Innovation Centre, Gothenburg Haugesund Sykehus, Haugesund

Office building, Brønnøysund Amager Center, Copenhagen Nyegaardskvartalet, Oslo Oksenøya senter, Oslo

53 © Veidekke Major new Civil Engineering projects Towards a more balanced portfolio

Highway E6 Arnkvern-Moelv Foundation and infrastructure Oslo Airport Foundation wind power station

Lundbyleden, Gothenburg Underground construction in Sickla, Stockholm Crossroads Hjulsta Södra, Stockholm

54 © Veidekke Increase profitability and avoid losses Satisfactory in large parts of building construction

Loss projects weaken portfolio margins • Accumulated revenue for the 90% best Project revenue in ongoing projects ranked by profitability, deciles building construction projects has

Best Worst a profit margin of ~4% 10 % 10 %

• Loss projects have a major effect on overall profitability Margin • Risk management, project selection and proper project management are key

10 % 10 % 10 % 10 % 10 % 10 % 10 % 10 % 10 % 10 % *Analysis of the 140 largest ongoing building construction projects by end prognosis

55 © Veidekke Strengthened risk management in early phases Key areas: Project selection, calculations and project design

Development (selection) Production Operations

Opportunity to influence final results Degree of influence

56 © Veidekke Hotel Ottilia Hoffmann has been given the task of transforming Carlsberg’s historic warehouse buildings into a modern and well functioning hotel. Hoffmann Early involvment

Jørgen Wiese Porsmyr, EVP Capital Markets Update 2019 Strong profitability Clear strategy and solid project execution

Stable, strong results Selective customer strategy Revenue and margin development, NOK billion and % • Prioritising customers where we can get involved early; 3 7% phase 1 of project development 6% • Cooperation model which includes both client and advisers, and secures project improvements and 5% 2 optimisation of the customer’s business case 4% • This accounts for almost 80% of revenue 3% Emphasis on technology and services closely 1 2% related to the large commercial projects • Hoffmann’s service unit increases gradually 1% • These services accounted for almost 15% of revenue - 0% 2014 2015 2016 2017 2018 in 2018

Revenue Pre-tax margin, %

58 © Veidekke Major new projects in Denmark Large projects in early phase

Mineralvandsfabrikken, Copenhagen New HQ for DTU Scion, Hørsholm Dagmarhus, Copenhagen

Center for Industriel Elektronik, Sønderborg UCV – New Police Academy, Vejle in Jutland IBA Erhvervsakademi, Kolding

59 © Veidekke Still high ambitions for Denmark Staying true to our business model

• Hoffmann will be a selective construction 2014-2018 2018 2019-2020 2021-2022 company, which mainly develops and builds private commercial buildings

• Long-term customer relationships with Revenue growth p.a. Revenue growth Revenue growth p.a. Rrevenue growth p.a. key commercial property developers +11% +3% +0-5% +0-5% in the Copenhagen area

• True to strategy – focus on risk management Average margin Margin 2018 Margin target 2020 Margin target 2022 6.2% 6.6% >5% >5%

60 © Veidekke Lysgården Lysgården is an environmentally certified and groundbreaking office building. The building will be certified in accordance

Xx mai 2019 with the BREEAM Excellent Building Construction environmental standard. Norway Product specialisation

Hans Olav Sørlie, EVP Capital Markets Update 2019

• Veidekke has a market share of around 10% of the total building construction market in Norway

• Presence in all market regions, with a particularly NOK 15 strong position in the Oslo area billion

• Local presence along the entire coast from south to Total building construction market north NOK 140 billion • Broad project portfolio in residential buildings and in private and public commercial buildings NOK NOK 19 42 billion billion

NOK 31 NOK billion 62 22 © Veidekke billion High growth for several years Profitability put under pressure

Building Construction Norway, revenue and margins Challenges NOK million, % • Wide spreads in performance and profitability between 15 000 6% the different entities

5% 12 000 • Complex projects have been handled by small and local entities with limited resources 4% 9 000 • Inadequate risk management and increasingly sliding 3% margins 6 000 2% Possibilities

3 000 1% • Market with large potential

- 0% • Stable organisation with solid competencies and vast 2014 2015 2016 2017 2018 experience Revenue Margin before tax (%)

63 © Veidekke Declining profitability Delivery model to be adapted to market developments

Market development Delivery model Sliding margins

● Strong growth in ● Decentralised the building delivery model construction ● Local knowledge markets and resources ● Projects increase in size + = Positive sliding

● Increasing demands ● Local generalists from clients and ● Lack of local authorities specialists Negative sliding Negative ● Complexity and design 2016 2017 2018

64 © Veidekke Strategic turnaround – from generalist to specialist We aim for increased profitability with lower risk

Complete and uniform delivery model 1 Enhanced focus on three product areas project development – projecting – purchasing – construction ● Apartment buildings ● Office buildings ● Schools Product competency in sales process Prioritising customers who… Product 2 ● …specialise in their type of buildings ● …are professional and repeat customers ● …encourage early involvement

Project Customer 3 Going for project types where we have… management ● …competent and experienced project management ● …risk understanding and experienced-based calculation ● …standardised processes

Increased productivity 65 in project execution © Veidekke We will do more of what we do best

Apartment buildings Office buildings Schools

● A few nationwide and many mid-sized ● Professional and long-term repeat ● Professional public purchasers local customers customers ● High design and environmental ● Homogeneous product ● High architectural requirements requirements

● Industrialised product and process ● Commercial, dynamic and user-driven ● Industrialised process processes ● High degree of repetition ● Significant share of «price & design»

66 © Veidekke Specialisation around three product categories Apartment buildings, office buildings and schools

Specialising in desired product categories Product mix, share of revenue 2017-2018 • Apartment building, office buildings and schools

Apartment buildings, office account for ~60% of the total market or about NOK Other product categories buildings and schools 80 billion per year

13% • Veidekke aims for a portfolio with >80% of revenue 20% 36% in these categories, across regions 43% • We deploy competencies and management capacity to a narrower product range 87% 80% 64% 57%

Business area, Business area, Business area, 2022 West East Oslo

67 © Veidekke District Strategy will lead to concentration North in and around the big cities

• Specialisation requires markets with sufficient depth and width • From local competitive power to nationwide product specialisation - product organisation across business Metropolitan region areas Trondheim

• Big cities to support districts and departments with Metropolitan region business critical competencies Bergen Profitability development 2016-18 • Big city focus in alignment with the priorities of the High margin – healthy profitability Property Development division Satisfactory margin Business area • New organisation to give lower structural costs East Low margin • Strengthening our positions in Bergen and Stavanger Business area Oslo

68 Metropolitan region © Veidekke Stavanger Ambitious goals Be the most profitable building constructor in Norway

• Increased degree of product specialisation 2014-2018 2018 2019-2020 2021-2022 • 80% of revenue in 2022 to be generated from three product categories: apartment buildings, office buildings and schools

• Profitability before growth Revenue growth, p.a. Revenue growth Revenue growth p.a. Revenue growth p.a. +12% +27% +0-5% +0-5% • Selection, correct calculation, and risk management • Effective and operational organisations – concentrated in the big cities Average margin Margin 2018 Margin target 2020 Margin target 2022 4.1% 3.4% 4% >5%

69 © Veidekke ‘Sund branch’ Veidekke has taken a leading role in the work to establish a healthy building and construction industry I Sweden, and was the first contractor to sign agreement on ID06. Xx mai 2019 Construction Sweden Clear priorities

Jimmy Bengtsson, EVP Capital Markets Update 2019

Strong revenue growth the past few years Veidekke is the 5th largest contractor in Sweden NOK billion Annual revenue, SEK billion

10 Peab Skanska NCC 8 JM Veidekke SVEVIA 6 Erlandsson Bygg Serneke Group Infranord 4 Wästbygg Gruppen Strukton Rail MVB 2 Einar Mattsson Zengun

- NRC Group 2010 2011 2012 2013 2014 2015 2016 2017 2018 - 10 20 30 40 50

71 Source: The Swedish Construction Federation, numbers for 2017 © Veidekke Growth in Sweden mainly in Building Construction Increasing profitability but some units are laggards

Construction Sweden Building Construction Civil Engineering Revenue (NOK billion) and margin (%) Revenue (NOK billion) and margin (%) Revenue (NOK billion) and margin (%)

10 5% 10 5% 10 5%

8 4% 8 4% 8 4%

6 3% 6 3% 6 3%

4 2% 4 2% 4 2%

2 1% 2 1% 2 1%

- 0% - 0% - 0% 2013 2014 2015 2016 2017 2018 2013 2014 2015 2016 2017 2018 2013 2014 2015 2016 2017 2018

72 © Veidekke Swan mark As part of the overreaching environmental focus in Veidekke, we have decided that all apartment buildings

Xx mai 2019 built on own account shall be certified with the Swan mark Buiding Construction eco label Sweden Safeguarding results and strenghtening the position Jimmy Bengtsson, EVP Capital Markets Update 2019

• Veidekke is a challenger in the Swedish Building Construction market • Veidekke has a market share of around 4% of the total Swedish building construction market • Focus on the growth regions around Stockholm, Gothenburg and Malmö SEK • Specialised in two business areas: Residential and 11 Commercial billion

• Broad project portfolio within homes and offices, hotels, SEK public services buildings and schools 58 billion

SEK 26 billion

SEK

74 16 © Veidekke billion Building Construction ordrer book x7 in 6 years Change towards commercial buildings

Ordre book Building Construction Sweden Ordrer book by segment NOK billion NOK billion

Commercial Residential 9 9

8 8

7 7

6 6 51% 5 5 75%

4 4

3 3

2 2 49% 1 1 25%

- - 2012 2013 2014 2015 2016 2017 2018 Q1 2019 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019

75 *BRA acquisition in 2018 strengthened the emphasis on commercial buidings © Veidekke Strong growth– margin increase from low level Weak profitability in residential in the Stockholm area

Building Construction Sweden, revenue and margins Building Construction, Commercial NOK billion, % • Strong development and position 8 4% Revenue Margin before tax, % • Solid order book • Profitability on par with Building Construction Norway 6 3%

4 2% Building Construction, Residential • Very weak results on projects in the Stockholm area

2 1% • Challenges in ongoing projects due to a too high level of start-ups in a booming market without sufficient organisational capacity 0 0% • Measures implemented in Q3 2017 still ongoing

-2 -1% 2014 2015 2016 2017 2018

76 © Veidekke Increase profitability in Residential Prioritising sharp improvement in the Stockholm area

Improved profitability towards 2020 • Safeguarding results – risk management • Competencies and management capacity • Intensifying customer work and marketing • Organisational adaptations to a lower activity level

Strengthened positions towards 2022 • Strengthening the relation to prioritised customers seeking early involvement and positive interaction • Further developing technical platform and products for increased competitiveness

• Increase efficiency and standardise processes and Turning the first shovel at HSB og Veidekkes fifth project in Malmö production

77 © Veidekke Competitive positions in important growth regions Focus on population centers and large cities

• Acquired 90.1 % of BRA in 2018 • Long experience and competency within • Long experience in joint contracts and • Main focus on commercial buildings in a hotels, public service buildings, schools, early involvement fast-growing region retail and offices • Leading deployment of VDC and digital • NOK 1.3 billion in revenue last 12 months • Value adding architect- installation tools competency through BSK Arkitekter and • Installation and technics through the Exengo subsidiary Veitech

78 © Veidekke Strengthening the positions in Commercial Complex projects in cooperation with the client

Safeguarding resultst towards 2020 • Develop and strengthen the position of Bygg Kommersielt in Stockholm and Uppsala, and further strengthen the development of BRA in Gothenburg • Get in position to take a larger share of joint contracts and early phase projects • Develop activities within technical installations

Increase profitability towards 2022 • Choose the right project given risks and potential rewards • Strict project- and risk management • Build project leader tems with the right and critical BRA Bygg AB builds Geely Innovation Centre in Gothenburg competencies

79 © Veidekke Improvement goals in Building Construction in Sweden

• Focus on safeguarding results in 2019 and 2014-2018 2018 2019-2020 2021-2022 2020 • Phasing-out loss projects in Stockholm • Increasing competencies, risk management and Revenue growth p.a. Revenue growth Revenue growth p.a. Revenue growth p.a. calculation +32% +14% +5-10% + 5-10% • Further develop competitive position in Gothenburg and Stockholm Average margin Margin 2018 Margin target 2020 Margin target 2022 0,6% 1% 2% 3.5% • Prioritise collaborative construction projects and early-phase projects

80 © Veidekke Wind farm Veidekke built roads, crane sites, internal power grids, fiber networks and 23 concrete foundations in

Xx mai 2019 connection with the establishment of the Jenåsen Wind Farm in Civil Engineering Sundsvall for Eolus Vind. Sweden Profitability before growth

Jimmy Bengtsson, EVP Capital Markets Update 2019

• Solid position in selective market segments • Prioritising projects within infrastructure, extraction, heavy industry, the energy sector, and recycling facilities / landfills • Focus on the major regions around Stockholm, Gothenburg and southwest Sweden • Established player in the mining segment in northern Sweden • Good profitability from increased activity

82 © Veidekke Positive development Solid portfolio, increased activity level and margins

Margin and order book Civil Engineering Sweden A balanced project portfolio NOK billion and % The 50 largest project wins last 4 years for Civil Engineering Sweden, NOK mill.

4 5% 1

4% 10 3

3% 20

2% 30

1 1% 40

- 0% 50 Q1 13 Q1 14 Q1 15 Q1 16 Q1 17 Q1 18 Q1 19 - 200 400 600 800 1 000 1 200 1 400 Orderbook Pre-tax margin % (12m)

Includes contract entered into in Q2 19 with the Swedish Transport Administration 83 © Veidekke to rebuild Lundbyleden in Gothenburg for around NOK 1.25 billion, whereof NOK 100 million to be entered into the order book in Q2 2019 for the first project phase Civil Engineering Sweden Continued good prospects

Production in various construction segments SEK billion, nominal 120 • Increased production in 2018 -3% -10% 0% -1% 5% 7% 6% 7% 100 • Increasing activity in the transportation

80 infrastructure segment

60 • Energy sector turning clearly positive

40 • Growing market for municipal engineering projects 20

- 2012 2013 2014 2015 2016 2017 2018 2019 2020

Transportation infrastructure Power- and industrial plants Other Annual growth

Source: SCB and Veidekke

84 © Veidekke Strategy and goals for Civil Engineering Sweden

• Profitability before growth 2014-2018 2018 2019-2020 2021-2022 • Selectivity in the bidding and selection process

• Prioritise projects where we have particular

strengths and expertise Revenue growth p.a. Revenue growth Revenue growth p.a. Revenue growth p.a.

• Continuously develop project management skills +13% +7% +0-5% +0-5%

• Effective operations throughout the value chain Average margin Margin 2018* Margin target 2020 Margin target 2022 • Collaborate with competitive partners 3% 4% 4% 4.5%

85 © Veidekke Great potential in the Swedish civil engineering market Attractive position for improved profitability

1 Profitability before growth • Eliminate loss projects through project- and risk management • Selectivity based on risk and expected profitability

2 Build expertise and leadership capacity • Strengthening competence and leadership capacity • Clear management focus on results and customer satisfaction • Further develop the brand to retain and attract the right employees and customers

3 Strengthen competitiveness • Increased competitiveness through productivity initiatives • Market leader for a serious building construction industry with competition on equal terms • Follow the building construction sector’s roadmap towards a fossile-free Sweden in 2045

86 © Veidekke Civil Engineering Norway Turnaround - new strategy

Øivind Larsen, EVP Sogn-Smestad Capital Markets Update 2019 Statnett and Veidekke are now executing the first fossile-free tunnel/ civil engineering project in Norway. All machinery, trucks and vehicles are running on electricity or renewable diesel. Civil Engineering in a transition phase Reducing risk – increasing profitability

• More selective choice of projects

• Strengthening management capacity and competencies

• Reducing costs and increasing capital efficiency

• Aiming for significantly increased profitability with lower risk

Groundwork – Foundations - Fixation KEY INFORMATION

Underground parking facilities Turnover past 12m NOK 4.6 bn.

Road construction Order book per Q1 NOK 4.7 bn.

Tunnels About 30 major ongoing projects

80% public, half of which for the Power- and industrial facilities Public Roads Administration (SVV)

Kynningsrud Fundamentering AS 1 350 employees, whereof 40% Special units Tore Løkke AS engineers and 60% skilled workers Veidekke Bane 8

89 © Veidekke Project locations, major ongoing projects Civil Engineering Norway High activity level and a changing market

Production in different construction segments NOK billion, nominal

120 • High level of activity in all the main segments 4% 17% 14% 2% 9% 6% 4% 0% 100 • High growth and increasingly large transport infrastructure projects – especially in road 80 construction

- 2012 2013 2014 2015 2016 2017 2018 2019 2020

Transport infrastructure Power and industrial Other Growth p.a.

Source: SSB and Veidekke

90 © Veidekke Large share of large road projects in the portfolio Seeking better balance in terms of project type and size

Civil Engineering Norway: Project mix • Some road projects have been too large and risky both for our company and other contractors • Too dominant part of activity and revenues Other projects • Occupying management competence which could have been better utilised

Large road Energy/ projects • Unclear responsibilities and risks related to major changes and Industrial change orders

Smaller • Signs of change – increased willingness from major slient road projects like the Public Roads Administration and Bane NOR to split projects Rail • New contract forms entering the market

1 Selection • Seek project types we have succeeded with before • Choose by competence – not capacity or employment Selection 2 Tenders • Increase management ownership to the bids • Common tender unit – high quality tender processes • Correct calculation – right pricing 3 Execution Tenders Execution • Strengthening project management capacity • Strengthening projecting function • Enhance customer knowledge and understanding • Increase technical expertise in core functions

Management and Management capacity to execute and to safeguard 1 competency continuity and management team development

Provide a balanced portfolio with regard to type of 2 Portfolio project, size and customer

Contract size <50% of annual revenue, and annual 3 Size contract revenue <20% of annual revenue

Negotiated contracts - or contracts where Veidekke is 4 Contract form involved in early phase

Cash flow and Provides positive cash flow and does not require 5 investments large machine investments

Consider and take current portfolio into account

BP0 BP1 BP2 Relevant project? Prepare tender? Deliver tender? Projects awarded The portfolio in 1-2 years

Current portfolio

Market NOK ~ 80 billion NOK ~ 30 billion NOK ~ 15 billion NOK ~ 10 billion

Yes / No Absolute size

Improved selection strategy to yield better composition and profitability 50 largest project wins past four years in Civil Engineering Norway, NOK million

50 - 500 1 000 1 500 2 000 2 500

Ordrebok Civil Engineering Norway Order book by delivery date NOK million NOK million

7 000 7 000

6 000 6 000

5 000 5 000

4 000 4 000

3 000 3 000

2 000 2 000 ~50%

1 000 1 000 ~50% 0 - - 2015 2016 2017 2018 Per Q1 2019 Next 12 months 13-24 months +24 months Margin > 0% Projects that do not generate results

96 *Estimated remaining revenue in projects that are not expected to generate profits before tax after after allocation of SG&A and administration costs © Veidekke Adjusting the cost level - and improving capital efficiency

Reducing costs Reducing machinery fleet Reducing receivables – and reducing risk

Reduction Reduction Reduction NOK 100 mill. ~50% >50%

• Mainly overhead and administration costs • Book value of machinery fleet in Civil • Veidekke has overdue accounts receivables of Engineering Norway is ~NOK 950 million ~NOK 1.5 billion in Civil Engineering Norway • Impact on results expected from 2020 • Better capacity utilisation and changes to the • Changes to the portfolio will contribute to project portfolio will reduce requirements reducing the level of accounts receivables and scope of disputes • Considerations: • How to cover machinery demand • Veidekke has some major unresolved final settlements related to transport infrastructure • Possible third-party partnerships for machinery projects and work is in progress to resolve current disputes

• Profitability before growth 2014-2018 2018 2019-2020 2021-2022 • Changes the portfolio mix • Cost reductions • Reducing risk Revenue growth Revenue growth Revenue growth Revenue growth • Risk management p.a. p.a. p.a. • Selectivity -1% +0% -10% - 0% -10% - +10% • Increasing capital efficiency

• Reducing the machinery fleet – lower demand Average margin* Margin 2018* Margin target 2020 Margin target 2022 • Reducing number and scope of disputes -1.6% -13.2% 1.5% 4%

* Including write-downs of NOK 550 millions in 2018. Adjusted margin of -0.8% in 2018 and average +0.7% for 2014-18 98 © Veidekke Low temperature Asphalt Producing asphalt is a heat- and energyintensive process. By transitioning to low-temperature asphalt, Veidekke target a reduction in energy usage and thereby the CO2-emissions from the production process by 30 to 40 %. Industrial Recreating profitability

Catharina Bjerke, EVP Capital Markets Update 2019 Veidekke Industrial

A strong position in the Norwegian market

Aggregates Asphalt Road Maintenance Market share >10 % Market share >35 % Market share >15 %

Revenue 2018: Revenue 2018: Revenue 2018: NOK 0.6 billion NOK 3.3 billion NOK 1.0 billion © Veidekke Operational synergies throughout the value chain

Aggregates Asphalt Road Maintenance

External sales External delivery On-plant Sales of Sales to asphalt Client of aggregates to preposition sales cold activities customers SVV

Internal purchase asphalt Landfill

Operations summer

Masseuttak Knuseverk Storage Incoming Aggregate storage Asphalt factory Outbound Cold activities Asphalt laying Finishing transport transport work Operations winter

Sand Internal purchase storage aggregates Salt storage

Emulsion PMB Bitumen Raw material deposition inventory

External External bitumen Rags Glue Sub-contractor Sub-contractor External Finishing External Sub-contractor Direct External aggregates manufacturer transport Cold activities asphalt supplier work sand supplier summer- and winter material salt supplier operations

Production optimisation Project and contract management

101 © Veidekke Solid geographical footprint 30 90 asphalt plants asphalt crews 29 20 aggregate plants operating contracts

Aggregates plants 3 Asphalt plants

Operating contracts with The Norwegian Public Roads Administration

Planned projects NPRA and “Nye Veier” towards 2025 6 Planned project NPRA/NV and operating contract

Profit before tax Profit margin NOK million %

300 15%

200 10%

100 5%

0 0%

-100 -5%

-200 -10% 2013 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018

Road Maintenance Asphalt Aggregates Development gains Road Maintenance Asphalt Aggregates Total

Further profitable Optimal process and right Right entry to priority growth in Aggregates capacity in Asphalt maintenance contracts

CREATE FLOW THROUGH CONTINUOS IMPROVEMENTS

CONTRACT UNDERSTANDING AS A CORE COMPETENCE

Contract Results Capacity

• Solid business model with high profitability

• Efficient operations - high operational uptime

• A strategic and long-term resource

• Landfills as a new area - see great opportunities in having both outbound and inbound flows of masses

• Growth strategy

• Sales, calculation and pricing

• Planning • Improved flow in the value chain • Higher capacity utilisation of factories and machinery

• Safeguarding revenue • Focus on contract management • Forecasts and purchases • Reduced vulnerability to commodity price fluctuations

• Further industrialisation • Use of new technology

• Ensure correct geographical position and factory structure

• Focus on customers, environmental issues and quality to protect our market position

2014 2015 2016 2017 2018 2019 2020 2021 2022 • Selective new contracts - profitability over PPP-contract growth • Positive development on contracts started in 2016-2017

PPP-contract • Three profitable contracts started up in the autumn of 2018 • Two contracts won in 2019, both showing good prospects • Targeted work on calculation and project

Good profitability management to ensure profitability in new Positive/null margin Negative margin contracts Contracts after change in strategy

PPP - public-private partnership

108 © Veidekke Industrial will recreate good profitability Securing results in Asphalt and Road Maintenance, growth in Aggregates

• Asphalt: Increase profitability through higher 2014-2018 2018 2019-2020 2021-2022 capacity utilisation, contract management, and better calculation and pricing

• Road maintenance: The turnaround works Revenue p.a. Revenue Revenue p.a. Revenue p.a. • Aggregates: Profitable growth opportunities +7% +3% -5%-0% 0%-5%

Average margin Margin 2018 Margin target 2020 Margin target 2022 3.6% 0.8% 3.5% 5%

109 © Veidekke Maskinparken TRE Maskinparken TRE at Lilleby in Trondheim is the first apartment building in massive wood in Norway built on commercial terms. The Xx mai 2019 building reduced the carbon footprint from materials by 39 % and by 17% from use of energy Financial targets and priorities

Terje Larsen, CFO Capital Markets Update 2019

Revenue Profitability NOK billion. Annual growth of ~10% since 2012 NOK million

Profit before tax Margin % 4,8 % 1 800 5% 35,6 4,3 % 1 600 4,1 % 4,2 % 31,4 3,7 % 30,1 1 400 4% 3,3 % 1 460 1 200 1 311 24,5 23,9 3% 1 000 20,5 21,2 1 043 967 800 777 1,7 % 2% 600 680 592 400 1% 200

- 0% 2012 2013 2014 2015 2016 2017 2018 2012 2013 2014 2015 2016 2017 2018*

111 * Incl. write-downs of NOK 550 million for Civil Engineering Norway in 2018 © Veidekke Order book affects short-term earnings ~NOK 5bn remaining revenue that will not generate profits

Order book, Construction NOK billion

35 • ~NOK 5 billion of the order book is remaining Building C revenue in projects that are not expected to Civ. Eng 30 generate profits 25 • 50/50-split Building Construction and Civil Engineering

20 • ~10% of total orders in Building Construction and ~30% of total orders in Civil Engineering 15 • Approx. NOK 23 billion of the order book is 10 scheduled for delivery over the next 12 months 5 • ~NOK 4 billion from projects that will not deliver profits

- 2015 2016 2017 2018 Q1 2019

Revenue that will not generate profits*

112 *Estimated remaining revenue in projects that are not expected to generate profits before tax after after allocation of SG&A and administration costs © Veidekke We aim for significantly improved results Safeguard results to 2020 – higher ambitions for 2022

Property development Construction Industrial Profit before tax, NOK million Profit before tax, % Profit before tax, %

600 6% 6%

500 5% 5%

400 4% 4%

300 3% 3%

200 2% 2%

100 1% 1%

- 0% 0% 2013 2014 2015 2016 2017 2018 2022 2013 2014 2015 2016 2017 2018* Target 2020 Target 2022 2013 2014 2015 2016 2017 2018 Target 2020 Target 2022

Dividend policy stands firm ‘Veidekke shall distribute a high Net results dividend. The dividend policy states > 50% that dividends shall be a minimum of 50% of the company’s anmnual result (IFRS)’

Solidity Increase equity ratio towards 25% through improved results and a slimmer balance sheet

‘Investment grade’ rating Equity-ratio NIBD/EBITDA ~25% < x2,5 Keep net debt <2,5 x last 12 months EBITDA over time

• The cash flows from building construction projects create a significant liquidity position we can manage through good project development • This financing model has been challenged by increased capital in Civil Engineering and Industrial and the size and scope of capital requirements in project development

• Room for significant reduction of both fixed and Target: Slimmer balance sheet – higher capital efficiency current assets NOK billion

• Reducing receivables in Civil Engineering Norway 20 • Reducing machinery fleet in Civil Engineering and

Industrial 15 • Lower net capital expenditure – from NOK 1.2 bn in 2018 to NOK 500-600 million in 2019 10 • Higher turnover in the property portfolio • Reduce capital requirements through transactions and 5 more partnerships

- • Targeting total reduction of capital requirements of 2013 2018 NOK 2-3 billion from the current level Plant and machinery Receivables Residential and commercial projects Other assets

Net interest bearing debt / EBITDA (12 m) Expects to satisfy requirements with solid margin • Net interest bearing debt to EBITDA should be below 2.5x over time 4,0 Covenant 3,5 • Expecting significant improvement from high level 3,0 in Q1 2019 Target: <2.5x over time 2,5 • Large land investments and low season in Q1 2,0 • EBITDA last 12 months includes major write-downs in Q2 2018 1,5 • Positive cash flow expected in the second half of 2019 1,0 0,5

- 20160,0 2017 2018 Q1 19 Q14 19 2020 2021 2022

Our dividend policy stands firm Dividend and pay-out ratio

• Veidekke will provide shareholders competitive 6 140% returns as a combination of dividends and return of 5 120% shares 100% • Dividends shall represent at least 50% of the 4 80% company’s net result for the year 3 out ratio 60% -

• Nominal dividend to increase with increasing profits Pay NOK per share 2 40%

1 20%

- 0% 2012 2013 2014 2015 2016 2017 2018

NOK per share Annual pay-out ratio

118 © Veidekke Carbon Dislosure Project The international non-profit organisation CDP has given Veidekke «A»-rating for the company’s work on climate reporting. Veidekke is the only Norwegian construction company on the organisation’s A-list Concluding remarks

Arne Giske, CEO Capital Markets Update 2019

Photo: Mdh arkitekter sa Veidekke’s ambitions towards 2022 Profitability before growth - maintain attractive dividend

Revenue growth Margin 2022 Dividends Serious injuries 3-5% >4.5% >50% 0

p.a. before tax of net results