Marketing content

Why invest in REPLOID

Industrially scalable facility concept
REPLOID develops and implements so-called ReFarmUnits for its customers – modular, container-based facilities in which organic waste is converted into usable products with the help of insects. The concept is standardized, repeatable and designed for international deployment.

Combination of project revenues and recurring income
The business model combines the sale of these facilities with long-term service and offtake agreements. Through vertical integration, REPLOID can efficiently utilize the output streams and internalize value creation. For example, larvae are processed into animal feed and premium organic fertilizer. In this way, project-based revenues are complemented by recurring income streams.

Structural market drivers with long-term relevance
Increasing requirements for the recycling of organic waste, rising demand for alternative protein and fat sources, and regulatory frameworks promoting the circular economy support the long-term development of the market.

Decentralized approach with clear differentiation
In contrast to centralized large-scale facilities, REPLOID focuses on regional, decentralized implementation. This flexible approach reduces transportation requirements and enables gradual expansion into new markets.

Stock exchange listing and transparent governance
REPLOID is listed on the Vienna MTF in the direct market plus segment of the Vienna Stock Exchange. As a listed company, REPLOID is subject to enhanced transparency and disclosure requirements. The ownership and management structure is clearly defined and provides investors with a transparent governance framework.

Philip Pauer, CEO, REPLOID Group AG

“Organic residues are still not consistently used as a resource worldwide, while at the same time the demand for sustainable raw materials continues to grow. With REPLOID, we have developed a business model that addresses exactly this challenge: we process organic residues on an industrial scale and convert them into usable products for existing value chains.

Our modular, decentralized approach allows these solutions to be implemented where residues are generated and enables step-by-step international scaling. With the current financing round, we aim to broaden our investor base.

Become part of the REPLOID family.”

Philip Pauer, CEO, REPLOID Group AG

Investment information

Days to invest:
28
Investing round ends:
13/04/2026
Type:
Bond
Subordinated:
no
Invested so far:
€571,500.00
Price per bond:
€250.00
Min offer:
1 Unit
Maximum issue size:
€1,500,000
in 6,000 Units
Interest:
semi-annual
Repayment:
semi-annual
after 6 Months
ISIN:
AT0000A3T3F3
Broker:
Oneplanetcrowd International B.V
License:
ECSPR

Overview

Company profile

REPLOID Group AG is a company founded in 2020 and headquartered in Wels, Austria. REPLOID specializes in the industrial processing of organic residues using the larvae of the Black Soldier Fly. The aim is to bring organic residues into productive use while implementing their processing in a structured and industrial manner. Since mid-2025, REPLOID Group AG has been listed on the Vienna Stock Exchange.

Growing demand meets structural constraints

The framework conditions for the use of organic residues are changing rapidly. Global demand for proteins and fats, used across various industries, continues to increase. At the same time, established raw material sources are facing growing pressure from both environmental and economic perspectives.

In parallel, large volumes of organic residues are generated that are still not sufficiently utilized as material resources. In the European Union, the recycling rate for biological residues remains significantly below political targets. As a result, valuable raw materials are lost that could in principle be used for further processing.

Decentralized, modular processing of organic residues

REPLOID applies a biological processing approach in which organic residues are converted with the help of the Black Soldier Fly. The input materials are reduced within a short time and transformed into usable products. This process enables organic residues to be systematically integrated into a material cycle.

REPLOID’s approach is designed to enable the processing of organic residues where they are generated. In this way, the use of organic residues is implemented in an industrial context while contributing to the production of alternative raw materials.

Company info

Company name: REPLOID Group AG
Managing directors: Philip Pauer, Jonas Finck
Company registration number: FN 548666 m, Regional Court of Wels
Year founded: 2020
Address: Durisolstraße 6
4600 Wels
Austria
Industry: Industrial processing of organic waste / Insect-based circular economy
Number of employees: ~100
Locations: Austria;
operational activities also in Germany, Switzerland, France and Italy
Website: reploid.eu
Social media:

Products and services

Technical solutions for the processing of organic residues

REPLOID provides technical solutions for the industrial processing of organic residues based on the breeding of the Black Soldier Fly. A central element are the so-called ReFarmUnits. These are modular, container-based facilities for industrial insect farming that are planned, delivered and constructed by REPLOID. The operation of the facilities is carried out by specially established project companies.

Reploid Technology

Supporting services

In addition to the facilities, REPLOID provides services related to the operation of the ReFarmUnits. These include the supply of young larvae, the development of nutrient formulations from suitable organic residues for feeding the larvae, the provision of appropriate nutrient mixtures from organic residues for the facilities, as well as the technical monitoring and support of the breeding processes. The processes are largely automated and designed for continuous operation.
 

Junglarven

Products of the Black Soldier Fly

The breeding of the Black Soldier Fly results in various products that can be used across different application areas. These include insect protein, which is primarily used in animal nutrition, insect fat, which can be used in industrial and cosmetic applications, and insect frass, which is used as an organic fertilizer or fertilizer additive.

In addition, the larvae themselves can be used directly as animal feed, for example in poultry farming, aquaculture or pet nutrition. This further expands the range of applications for the products along existing value chains.

REPLOID purchases these products from the operating companies of the ReFarmUnits and either supplies them to industrial customers or processes them further.

Protein meal

Fat

Insect slurry

Insect frass

How does the REPLOID system work?

The REPLOID system uses organic residues as the starting point for a biological processing process. These residues originate from various sectors such as the food industry, agriculture and food processing.

At the centre of the system is the so-called ReFarmUnit. This is a modular, container-based facility in which the breeding of the Black Soldier Fly takes place. The organic residues serve as a food source for the larvae and are processed within a short period of time.

REPLOID sells the grown larvae either directly or processes them further into proteins and fats, for example for customers in the animal feed industry. From the excretions of the insects (insect frass), the company produces premium organic fertilizer.

The ReFarmUnit enables the upcycling of organic residues into usable products – fully aligned with the principles of the circular economy.

Circular economy

Business model

Reploid facility

Larve

The business model of REPLOID is based on a combination of the sale of technical facilities and long-term recurring revenue streams generated throughout the operation of the ReFarmUnits.

REPLOID plans, sells and constructs ReFarmUnits. The sale of these facilities currently represents a significant share of the company’s revenues. The purchase agreements are structured on a project basis and linked to the respective construction and implementation progress.

In parallel to the sale of the facilities, REPLOID enters into long-term agreements with the operating companies of the ReFarmUnits. On the one hand, these agreements regulate the supply of young larvae, feed formulations and the maintenance of the facilities. This generates recurring revenues throughout the entire operating lifetime of each ReFarmUnit. On the other hand, the agreements define the conditions for the repurchase of the products generated in the facilities, creating additional recurring revenue streams over the operating lifetime of each ReFarmUnit.

In addition, REPLOID markets the products repurchased from the ReFarmUnits. Depending on the product type, these are sold to industrial customers across different sectors or further processed. The business model is designed to gradually increase the share of recurring revenues as the number of operational ReFarmUnits grows.

Market

Container

With regard to raw materials derived from the Black Soldier Fly, the market research institute Meticulous Research® estimates that Europe held the largest global market share in 2025. The market is expected to grow at an average annual rate of 31.3% between 2025 and 2033, reaching a volume of USD 2.3 billion.

The key market drivers relevant for REPLOID include:

  • the increasing focus on the circular economy, particularly the use of food residues to reduce disposal costs and support climate and waste reduction targets,
  • growing demand for alternative protein sources for animal feed, and
  • the need to protect agriculture from fertilizer price shocks and the rising demand for organic fertilizers.

Each year, around 100 million tonnes of food waste and residues from the food processing industry are generated in the EU. Around 38% of this occurs during the processing stage. Many of these streams are currently either disposed of or only used in low-value applications. The landfilling of such materials causes environmental problems due to high levels of leachate and methane emissions. The utilization of by-products and residue streams from food processing therefore represents both an opportunity and a necessity.

Proteins are an essential component of animal feed and contribute to the health and productivity of livestock. The EU is heavily dependent on plant proteins – particularly soybeans from Argentina, Brazil and the United States – to feed its livestock population. One way to address Europe’s “protein gap” is to diversify available protein sources, including insect-based proteins.

To meet the EU’s total plant protein demand, plant-based products equivalent to around 19 million tonnes of crude protein must be imported (compared to a domestic production of 64 million tonnes).

Fertilizers play a crucial role in food security. In 2023, 9.3 million tonnes of mineral fertilizers were used in EU agriculture. The EU relies on imports for approximately 30%, 68% and 85% of its consumption of inorganic nitrogen, phosphates and potassium nutrients respectively. This makes the agricultural sector vulnerable to price and supply shocks. Russia’s war against Ukraine and the subsequent sharp increase in energy and mineral fertilizer prices highlighted the need for greater autonomy and efficiency in fertilizer production and use.

The substitution of mineral fertilizers with organic fertilizers forms part of the solution to reduce the EU’s dependence on gas and is also supported by the EU’s organic farming target of 25% of agricultural land by 2030.

(Sources: European Commission, Eurostat, European Parliament)

Competitive environment and market structure

The market is characterized by different technological and organizational approaches. In addition to large centralized facilities with high upfront investments, decentralized and modular concepts exist that focus on regional material streams. International companies such as Protix, InnovaFeed, Ÿnsect and EnviroFlight predominantly pursue large-scale, centrally organized production models.

Market entry is associated with several structural barriers. These include high investments in facilities and infrastructure, regulatory requirements related to livestock farming and waste processing, as well as securing suitable input materials and stable off-take channels. In addition, operating industrial insect farming facilities requires specialized biological, technical and operational expertise.

Within this environment, REPLOID positions itself with a decentralized and modular approach. The ReFarmUnits are designed to process organic residues where they are generated. In addition to providing the technical solution, REPLOID assumes key functions along the operational value chain, including the supply of young larvae, the provision of nutrient concepts and the offtake of the generated products. This structure combines facility operations with long-term supply and offtake relationships and is designed for gradual scaling.

Impact

The Sustainable Development Goals (SDGs), also referred to as the “Global Goals”, are part of the United Nations’ 2030 Agenda for Sustainable Development and provide the international framework for sustainable development until 2030. These goals aim to address global challenges such as poverty, inequality and climate change.

With its business model, REPLOID contributes to several of these goals by converting organic waste into valuable materials and transforming it into alternative raw materials.

SDG 12

SDG 12 – Responsible Consumption and Production
REPLOID converts organic waste into high-quality products such as insect protein, insect fat and insect frass. This reduces waste volumes and enables resources to be reused within a closed-loop system. The modular ReFarmUnits enable decentralized and demand-oriented processing of organic residues.

SDG 13

SDG 13 – Climate Action
The use of insect-based products can replace conventional raw materials such as fishmeal, soy or mineral fertilizers, whose production and transport are associated with higher greenhouse gas emissions. In addition, the decentralized processing of organic waste reduces transportation distances and the emissions associated with them.

SDG 2

SDG 2 – Zero Hunger
Insect protein from the breeding of the Black Soldier Fly represents an alternative protein source for animal nutrition, particularly in aquaculture, poultry farming and the pet food industry. In this way, REPLOID contributes to the diversification of protein sources and the stabilization of food systems.

Management

  

Philip Pauer, Chief Executive Officer

Philip Pauer

Chief Executive Officer

Philip Pauer is the founder, CEO and majority shareholder of REPLOID Group AG. He is responsible for the company’s strategic direction, the development of the corporate group as well as the financing and scaling of the business model. As a serial entrepreneur with several successful exits, he brings extensive experience in building, structuring and internationally developing growing companies and shapes the long-term vision of REPLOID.

  

Jonas Finck, Chief Operation Officer

Jonas Finck

Chief Operation Officer

As Chief Operating Officer, Jonas Finck is responsible for the biological foundations and the further development of insect breeding. He has a scientific background in biology and many years of practical experience in the breeding of the Black Soldier Fly. Through his expertise, he ensures the stability, efficiency and scalability of the biological processes that form the foundation of REPLOID’s business model.

Supervisory board

  

Wenzel Staub

Wenzel Staub

"REPLOID’s journey so far is impressive. In just a few years, the company has successfully transformed a vision into a fast-growing, internationally active business. The future outlook is promising: REPLOID addresses growing, globally relevant markets and operates a sustainable, highly scalable business model. With its strong management team, an attractive project pipeline and a capital markets-oriented approach, I am convinced of REPLOID’s future success."

Company structure

REPLOID Group AG is the listed parent company of the corporate group and assumes central management, financing and governance functions. Strategic leadership and key entrepreneurial decisions are concentrated at the level of REPLOID Group AG.

The group operates through country subsidiaries in several markets. REPLOID Deutschland is particularly notable, as it hosts the group’s central research and development activities. In addition, the group holds stakes in selected companies along its value chain, including businesses in the pet food sector and related processing stages. These participations complement the core business operationally and support the further expansion of value creation.

This structure supports the group’s international orientation and enables gradual expansion into additional countries, while central functions and transparency requirements remain consolidated at the level of the listed holding company.

Distribution of company shares

REPLOID Group AG has a clearly structured and transparent shareholder base. The company has a total of 110,043 shares issued.

Verteilung der Anteile

Overview of the main shareholders

Philip Pauer (62.8%) is the founder, CEO and majority shareholder of REPLOID Group AG. As Chief Executive Officer, he plays a key role in shaping the strategic direction of the company and is closely involved in its operational and financial development. His majority stake underlines his long-term entrepreneurial commitment to REPLOID.

Addendum Invest FlexKapG (22.9%) participates as a strategic major shareholder. This investment reflects institutional interest in REPLOID’s business model and strengthens the company’s capital base.

The remaining shares are distributed among smaller shareholders (free float).


What this means for investors

The ownership structure is clearly defined and strongly shaped by the founder, enabling efficient decision-making processes. At the same time, the participation of strategic minority shareholders and the company’s stock exchange listing introduce additional transparency and governance requirements. For investors, this results in a transparent ownership environment with clearly defined responsibilities.

Use of funds

REPLOID Group AG is currently in a phase of operational ramp-up and international scaling. With the development of additional ReFarmUnits, expansion into new countries and the increasing industrialization of processes, the need for structured investments in research, organization, IT and international structures continues to grow.

The financing via Invesdor is intended to support this next phase of growth in a targeted manner. Depending on the amount of funding raised, the following use-of-funds scenarios may apply:

Icon 1

Minimum scenario

(Minimum funding of €250,000 in the financing round)

  • 60% – Research & Development
    Intensification of biological research to optimize insect breeding and further development of existing research locations.
  • 25% – Expansion of existing competence centers
    Further development of the Pegau and Leipzig sites as research and development centers.
  • 15% – Operational preparation for further scaling steps
    Organizational and technical preparation for the continued expansion of the business model.

This scenario strengthens the technological foundation and ensures the continued development of core biological and operational capabilities.

Icon 2

Medium scenario

(Funding volume of up to €1,000,000 in the financing round)

  • 45% – International expansion
    Establishment and expansion of subsidiaries in additional countries, including initial setup costs and personnel capacity.
  • 30% – IT and digital infrastructure
    Further development of digital control, monitoring and reporting systems at group level.
  • 25% – Research & operational development
    Continuation and expansion of biological and technical development activities.

This scenario enables REPLOID to enter new markets in a structured manner and strengthens the organizational and digital foundations for international expansion.

Icon 3

Maximum scenario

(Maximum funding amount of up to €1,500,000 in the financing round)

  • 40% – International expansion & sales development
    Intensification of market development in additional regions and expansion of operational units.
  • 30% – Expansion of operational structures
    Strengthening internal functions such as engineering, consulting and operational management to support international growth.
  • 20% – Investments in own breeding and production capacities
    Establishment of additional in-house capacities to secure long-term supply and production structures.
  • 10% – IT, organization & scaling preparation
    Further development of group-wide systems and processes to support increasing project volumes.

This scenario enables REPLOID to significantly accelerate the scaling of its business model and sustainably expand its international presence.

Financial numbers and growth

Actual figures

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End of marketing content

Security and risks

Security

Philip Pauer, resident in Wels, as Chairman of the Board of Directors of the project owner, has undertaken within the framework of a guarantee to vouch for the possible non-payment of claims for interest and/or repayment resulting from the investment in the amount of €250,000.

The value of collaterals/guarantees can fluctuate, especially in the event of default, potentially resulting in diminished return.

Risks

Investing in growth companies always involves risks. Below you can find the detailed list of risks related to this investment, as described in the Key Investment Information Sheet (KIIS). Please review this information carefully before making your investment decision.


i) Project dependencies such as financing, legal aspects, licensing, copyrights:

The crowdfunding offer may raise less capital than planned. This may result in the project owner not being able to successfully implement its planned project due to a lack of funds. This would lead to lower income for the project owner from its business activities and have a negative impact on its net assets, financial position and results of operations. This may have the consequence that the claims from the bonds cannot be fulfilled or cannot be fulfilled in the planned amount. In the worst case, there is a total loss of the capital invested. Violations of legal or regulatory requirements can lead to measures by authorities (fines, closure of businesses, etc.). This would lead to lower income for the project owner from its business activities and have a negative impact on the project owner's net assets, financial position and results of operations. For the holders of the bonds (hereinafter "bondholders"), this may mean that interest and redemption payments are not made in whole or in part.

The timely obtaining of building permits and financing commitments regarding each RFU to be constructed are strategically important for the achievement of the planned installation capacities and thus for the planned growth of the project owner. Even though currently 15 facilities have been sold to farmers and will be handed over by the end of 2026, corresponding to a sales volume of around € 67 million, initial problems with the construction of the RFUs due to delays in completion (e.g. due to delayed building permits or financing commitments) cannot be ruled out. Even though material costs are postponed in the event of delays, any delay in completion of the RFUs would have a negative impact on the planned cash flows, especially as personnel expenses cannot be adjusted quite flexibly. In addition, the booked revenues result largely from planning services rendered for the preparation of the RFUs, which will only become cash-effective once the respective building permit has been granted. There is a risk that these revenues may not be realised if building permits are not granted. For the bondholders, this may mean that interest and redemption payments are not made in whole or in part.

In addition, there is a legal risk, resulting from the fact that animal farming (including BSF) is subject to many laws and regulations, which are also subject to change. In the event of changes in the legal and/or regulatory requirements the project owner might not be able to comply with the new requirements on time, which can lead to measures by authorities (fines, closure of businesses, etc.). This would lead to lower income for the project owner from its business activities and have a negative impact on the project owner's net assets, financial position and results of operations. For the bondholders this may mean that interest and redemption payments are not made in whole or in part. Furthermore, even though patent protection for RFUs or processes as a whole cannot be implemented, as the process itself has been in use for years and does not constitute technical progress in the sense of patent law, the special fattening tray is protected by patent. With regard to this patent protection, there is a risk that the project owner's patent protection could be challenged, which would lead to costly legal proceedings. This would have a negative impact on the project owner's financial position and results of operations. For the bondholders, this may mean that interest and redemption payments are not made in whole or in part.

ii) Occurrence of adverse scenarios with negative impacts:

The project owner's plans assume that the nutrient mix from organic waste will be compiled individually for each RFU based on the organic waste materials available in the region, thus avoiding dependencies on individual suppliers. The assumptions made by the project owner in the planning regarding the consistent supply with nutrient mix in the required composition could prove to be incorrect. Any failure to procure nutrient mix in the required composition could lead to a lower output of the RFUs and as a result reduce the profitability. For the bondholders, this could mean that interest and redemption payments are not made in whole or in part. Furthermore, even though multiple suppliers for individual components are maintained, scenarios such as a pandemic and/or political tensions could lead to supply chain problems, meaning that the project owner may temporarily not be able to quickly procure the components required for the construction of the breeding containers from contractual partners with comparable terms and conditions and therefore temporary not be able to construct RFUs in the required quantity and/or quality and sell them at a profit. This could lead to temporary reductions in the project owner’s income and make it more difficult for the project owner to properly service the claims of investors or bondholders.

iii) (technological) development of competitors or competing products:

The project owner may be unable to compete effectively with existing and potential new competitors or to respond to changes in the competitive environment, which may adversely affect its business performance. In particular, risks to the project owner's business could arise if these competitors expand their business more successfully than the project owner, which could worsen the project owner's business situation.

iv) risks associated with the project owner:

Although the project owner is not an early-stage company, it is nevertheless in a growth phase and the financing of such a company is associated with specific risks. If the already established business idea is no longer accepted by the market in the future or if the planned business development cannot be implemented as hoped, there is a risk of the project owner becoming insolvent. The company's success depends on various factors, such as financing, the team, specialists and consultants, the market environment, technological developments, property rights, legal framework conditions, competitors and other factors. For the bondholders investing in a company in a growth phase, this increases the risk that they will lose their invested capital.

The project owner has a management risk because the Chairman of the Board Philip Pauer is also holding the majority of shares in the project owner. Any absence of the Chairman of the Board could slow down the decision-making process, which could lead to lower income for the project owner from its business activities and have a negative impact on the project owner's net assets, financial position and results of operations. For the bondholders this may mean that interest and redemption payments are not made in whole or in part. There is a risk of management errors on the part of the project owner. Technical, legal or economic misjudgments may occur. It also cannot be ruled out that the shareholder structure may change in the future and that third parties may gain a controlling influence over the project owner. There is a risk that the project owner will not be able to retain or recruit the necessary number of qualified staff to implement the business strategy. Due to the loss of staff with the relevant key qualifications, there is a risk that specialist knowledge will no longer be available. If the key personnel cannot be permanently replaced by qualified staff, this can have a significant negative impact on the economic development of the project owner. This could reduce the amount of interest payments to bondholders and the repayment of the investment amount, or these could be cancelled. In the worst case, there is a total loss of the capital invested. There is a risk that the project owner will get negative media attention. This may lead to significant sales decline and losses for the project owner because there is insufficient demand for the project owner’s products because of the negative media attention. In the worst case, this can also lead to a total loss of the capital invested.

In accordance with Article 2(1)(a) of Regulation (EC) No 1893/2006 of the European Parliament and of the Council 5(Regulation), the project owner's business is best described by the classification of Section C in Annex 1 of the Regulation. Although the insect protein market is on the upswing, pet food and fertilizer markets require continuous compliance with evolving EU rules. In addition, inflation and consumer acceptance challenges are having a dampening effect on the aforementioned market. A further continuation or even increase in inflation and/or a low consumer acceptance may lead to a worsening of market conditions, which could reduce demand for the project owner’s range of services and thus result in a total loss of the capital invested.

The bondholders bear the full risk of the project owner’s insolvency, i.e., the risk that the project owner is temporarily or permanently unable to meet its payment obligations to the bondholders and or third parties on time. Especially in the context of insolvency proceedings, the bondholders could suffer a total loss. The following specific occurrences could lead to this:

  • (a) (serious) change in the macroeconomic situation,
  • (b) mismanagement,
  • (c) lack of experience,
  • (d) fraud,
  • (e) financing that is not in line with the business purpose,
  • (f) unsuccessful introduction of the project owner’s service,
  • (g) lack of cash flow.
There is a risk that, as a result of all of the risks mentioned in Part C, return may be lower than expected, delayed or no principal or interest payments may flow from the project. Furthermore, the value of the return could be reduced by inflation. If the inflation rate is higher than the interest rate on bonds, the return on bonds will be negative. The bonds will be issued in Euro and the interest payable on the bonds will also be calculated and paid in Euro. For this reason, investors who have earned income or assets in a currency other than Euro or who do not require the income from the investment in the bonds to be denominated in Euro are exposed to a currency risk because they are exposed to exchange rate fluctuations which may reduce the yield of the bonds. Furthermore, in the event of a necessary sale of the bonds for the bondholder, additional costs (transaction costs such as consultancy fees) may arise which reduce the return.

The individual return of the respective investor may vary in individual cases and depends on the individual tax situation in each case, which may lead to a reduction in the return.

A temporary or permanent failure of the crowdfunding platform or the payment service provider specified in Part D, letter d) may lead to the temporary cancellation of interest and repayments. Since the crowdfunding service provider at no time acquires possession or ownership of the subscription amounts of the investors or of the interest and repayment amounts and since the payment service provider merely acts as trustee for the project owner as trustor, a loss of the invested capital based solely on a failure of the platform or the payment service provider is unlikely.

The bonds have a fixed contractual term. The transfer of the bonds is also technically restricted in that a transfer is only possible to digital safe deposit boxes registered with the project owner or the registrar. The "Registrar" that maintains the e-securities register is Smart Registry GmbH, registered in the commercial register of the Charlottenburg District Court in Berlin under registration number HRB 234468 B. "Digital safe deposit box" is an IT application used to store public keys and private keys and to interact with technology, the functionalities of which make it possible to hold and transfer e-securities. The securities are currently not tradable on a stock exchange, nor is there a liquid secondary market. Even if the securities are included in trading on one or more trading platforms for securities, it is uncertain whether trading of the bonds will actually develop. The risk that the bondholder is unable to find a buyer for the bonds or can only sell them for a price that he considers to be too low is borne solely by the bondholder. The bonds may also turn out to be completely illiquid. A sale of the bonds by the bondholder may therefore only be possible to a limited extent. There is a risk that the bonds cannot be sold or can only be sold at a financial loss. For bondholders with short-term capital requirements, this means that they may not be able to dispose of the capital invested at the desired time, especially as bondholders do not have an ordinary right of termination during the term.

The following securities-related risks also exist:

i) No rights of influence and participation

The bonds themselves only establish claims under the law of obligations against the project owner and do not grant any participation, involvement and/or voting rights in or at the shareholders' meeting of the project owner. Shareholder resolutions may be passed at the shareholders' meeting of the project owner which may have a detrimental effect on the individual bondholders. The bondholders have no opportunity to influence the business activities of the project owner. This also applies to the utilisation of the capital raised through the issue of the bonds. In particular, bondholders do not have the opportunity to terminate loss-making business activities of the project owner before the contributed capital has been utilised. For bondholders, this can lead to the total loss of the capital invested.

ii) Deterioration of the conditions by majority resolution

According to the Terms of Issue, these can also be adjusted during the term of the bonds if the necessary votes of the bondholders have been obtained by majority resolution in accordance with the Terms of Issue. In this respect, the individual bondholder bears the risk that changes to the Terms of Issue may be made against his will on the basis of the majority resolution of the bondholders, which may be to his disadvantage (e.g. lower interest rate, extended term or waivers).

iii) Technology and database risks

The technology and all related technological components and regulated services (e.g. digital custody, e-securities register management) are still at an early stage of technical development. There is a risk for bondholders that this technology may be subject to technical difficulties or that its functionality may be impaired by external influences. A partial or complete collapse of the electronic decentralised database (hereinafter ‘e-database’) relevant to the e-securities could make it temporarily and permanently impossible for bondholders to access their e-securities. There is a risk of attacks against the network or the e-database used. Various types of attacks are conceivable. These attacks could render the network or e-database unusable, making it impossible for bondholders to transfer the e-securities. If the network or e-database becomes completely unusable, there is a risk that bondholders will no longer have access to their digital safe deposit boxes. In the worst case scenario, this could lead to the irretrievable loss of the e-securities.

The project owner offers the bondholders a technical solution via an authorised e-securities custodian that serves to hold, store and dispose of e-securities. There is a risk that this solution is flawed and/or particularly vulnerable to possible hacker attacks. As a result, bondholders may be temporarily or permanently unable to access their e-securities, which in the worst case could lead to the irretrievable loss of the e-securities. Neither the e-securities custodian nor the project owner will take over the administration in the sense of the ongoing exercise of the rights and obligations arising from the e-securities.

The risks listed above are not the only risk factors affecting the operations of the project owner. Also, other risks and uncertainty factors that the project owner currently does not identify or considers presently irrelevant may have an integral effect on the business operations, business results and financial standing of the project owner.

Documents

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Updates

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During the course of the financing, this section is regularly supplemented with new information. This includes answering questions received from investors in the form of FAQs, as well as adding additional project-relevant information.

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