Our daily work, so it took quite long, but the idea behind was quite easy. There were two main ideas behind. First, we found out mainly from a political side and a lot with our discussions we had with Brussels, for example, that recycling is not the core topic of the European politics or even on the German side. The core political view today is to create resources. The independence of resources is one of the key topics among Europe today, and military. We are not in the military, we won't be, but we are a supplier and a creator of critical raw materials, and that's something that we wanted to show with our new branding, Pyrum, we think resources.
In fact, what we do, and that's our main task over the last two years, is that we really develop new raw materials that are among the most critical raw materials that exist, which is carbon, gas, and oil. That should be visible directly in our logo. Believe it or not, on the political side, it has already an impact because we are seen completely differently from the decision makers in Brussels. We are not just a recycler that recycle tires. No, we are a supplier of critical raw material, which is among the heart of the most important topics today. The recognition of the word Pyrum.
Everybody who knows Pyrum recognize the logo, but people who have never heard about us, and we are having more and more shows on TV where, for example, also our brand ambassador, Felix Magath, is present in TV shows having the Pyrum logo on his collar. Nobody could recognize what it is. It is too thin. You cannot read the word Pyrum. The idea behind was that easily people can recognize the word Pyrum. So I invite everybody of you to visit our new website. It is really well designed. It has two videos, one 1 minute video showing what Pyrum does in just a minute and another one of 3 minutes that is under the category technology. Feel free to see it. It took a year to do it, and we are proud that now it is released.
But don't worry, we are not spending now millions to change the logos everywhere. We are doing that time after time slowly, not spending so much money on that directly. From the market, there's nothing new on that side. We still have more than enough tires worldwide with the tendency to grow. We just added that slide so that people who watches this presentation outside of this live presentation here gets again a picture on how big the market is today. Therefore, I'm going to skip that quite quickly. What I want to tell you about the market is that we see now over the last year that the market is extremely changing. Burning is going down, which was the core use of used tires for almost 20- 30 years. It was even at 50%, 5-0, four years ago.
Now burning went down, as you can see it here in the presentation, from 35%, even down to 17% in 2025. Granulate is still quite stable at 35%, but the tendency will go down in the future as the use of granulate on many uses like sport fields, playground, et cetera, will be forbidden from 2021. That is a law that came already out in 2023. Export has risen, and that is a very bad evolution. It went from 10% up to 23%, and that is something that we shouldn't do because tires are a critical raw material once it has been treated properly by us. We are handing out here important raw materials to others, which we could keep here. The unknown part, that is what I think is the most critical one. That one was almost between 5% and 10%, and now it's at 23%.
That shows that these changes in the market gives also a lot space of not so legal ways what happens with tires. For the first time now, you see here, Pyrum was 2% of the market in 2025, which makes us extremely proud, and that is thanks to the plant in Dillingen. We see that rising, the potential available market is more than 86% until 2030. The big changes recently are there's now export ban for end-of-life tires to non-OECD countries since May 21st of May this year, which is very good. Specialists think that this will keep 800,000 tons more tires in the European market and that export ban, we are really working on it on the EU level to expand that as far as we can, because for the moment, there are too many exceptions, and exceptions shouldn't exist on an export ban.
Ban of rubber granulate, that is an older story. Pyrum is first time visible in the annual market share in 2025, which we can be extremely proud of. Another thing we are working since two years on it is the End-of-Life Vehicles Regulation that finally came out now. According to our lawyers and the lawyers of our partners, our Pyrum model and what we do, for example, with BASF, sending them our oil and making raw materials for new cars, meaning dashboards, door handles, et cetera. Under the definition of secondary raw materials, we are definitely in the End-of-Life Vehicles Regulation, and what is made with our oil accounts into the pro ratas that have to be fulfilled by the automotive industry in the next years under the End-of-Life Vehicles Regulation.
Which is a big win for us, because this makes Pyrum more a legal obligation to use our raw materials before crude oil is used or before material that is imported is used. From a legal perspective, I can only say we are really in a good situation, and sometimes you could even think that laws are working towards us as good as they can. As we have changed our design, we have also changed a little bit here the presentation of our process. You all know the process, so I'm not going to tell you again that tires are coming in at the beginning. We make steel, textile fibers, that goes into the reactor. We create electricity, oil, and carbon. What I wanted to show on this slide here is where we stand in Dillingen for the moment with our big industrial plant.
The shredder is fully running. The three stars means that it is in daily operation. It produces high quality products as it should. The third star means has reached the plant capacity. The shredder does what it should on a daily basis. But more on that later. We have slides for all of these parts. Now, and that is what is often forgotten. Sorry for the mis-saying. The patented technology, what Pyrum is accountable for, what we have developed and what we have planned and what we are building ourselves is just the green part. The shredder, the power plant, the mill and pelletizer, these are things that we purchase. Like you when you purchase a car or a fridge, you purchase something. What we built is what you see here in green.
That is really one of the things that is working the best in our plant. I am not ashamed saying that, and I am proud even to say that, the best working machine in our plant is ours. It is running on a daily basis. The products are really high quality and reliable, and we have reached the plant capacity already since a while. The power plant is also getting stabler and stabler. I would give also now three stars to the power plant. It does what it should. Yeah, even though it took some time. The third part, or the fourth independent plant in our plant is the mill and pelletizer. You all know that this is also a part that we have purchased that is running at 2-star level, I would say. It is running every day.
The products that come out are now also high quality. We have very few out-of-spec productions, almost none anymore. I would even give it, a 2.5 star, because it has not reached the plant capacity yet, but it can reach the plant capacity with plan B. But more about that on the next slides. Let us speak now about the shredding unit. I do not want to speak so long about that, just that you all know that. That is the graph you see here on the bottom. The green part is our wheel production, and the dark green line is our planning. The planning was to reach roughly 14,000 tons of treated tires until end of this year. You see that we were exactly into the plan until end of May.
Then we sadly had a crash on the shaft, which we had not in stock. After that, the ramping up in volume, so that is the volume that we have actually produced, did flatten a little bit due to the use of the shredder and due to the crash that we had with the shaft. Then we went into our maintenance, which took, sadly, four weeks instead of two weeks. Why? Because the shaft was broken, we had no spare shaft, and by taking out the shaft, we found out that there was more broken behind the shaft than the shaft itself, and we had to wait for spare parts. That was sadly the reason why we had to double the maintenance break from two to four weeks. But since that is done, you see we are now going up again parallel with the plan.
But that gap that was due to the crash now and to the prolonged maintenance of about 1,000 tons per year would be difficult to catch it up by end of 2026. We will do our best. We are speaking about additional shifts on Saturdays and things like that to catch these 1,000 tons up, but it's not something that I can promise now. But what we have done so that this will never happen again is we have now a replacement shaft, so now it won't take two weeks anymore to replace that one. We have a spare shaft in stock. That one has costed us EUR 120,000 to have it in stock, but now we have it. Better have it and don't need it than need it and don't have it.
That's the case now, and we were able to build up now in the last months, rubber granulates the weight of 20 production days. If you ask yourself, why are there standing so many big bags outside in the plant? I would say a big part of that is rubber granulate. Because we have now a set 20 production days of reserves in case anything like that happens again, so that we can really produce whole year long nonstop with the shredder. What happened here this year won't happen again. Already now we are mid of September and we are already now at 1.6% of the German market. So reach to 2% like last year is easily feasible in the rest of the year. The reactors, as I already said, they went very good. Here you see the planning for the next quarter.
I just see that this has moved. The circle should be more left. Here is also a mistake, it's Q3, but I will change it afterwards. The reactor insulation has been improved. That is one of the big things that we have done in the summer stop. That's why you see here, the WMW up or the production volume before the summer break, we started a little bit earlier. It was planned for two weeks. At the end, you see that the line here was flat for four weeks, and then you see that the production goes up again parallel to the planning. The increased longer maintenance was due to the fact that we have not just done maintenance, we have strongly improved the isolation in the reactors, to improve several things.
First, to be able to reduce the temperatures in the reactor in the hope to reduce energy consumption and to make the carbon black softer. That is now a more complicated story behind that, but I will explain more on that on the next slide. We have an R&D project, Pyrum internally, which is called PyroPower. The idea behind that is to improve our reactors even over what they are doing today. We have already the first positive indication so far. We reduced the wear in the TCU conveying. That means that the carbon became softer and that we have less maintenance now, and we have a higher oil yield, so we produce more oil. That is now showed here in the next graph. The conclusion of the annual maintenance of our reactors is the following. The manual shutdown was done in July, August.
We have changed the isolation, we have changed some settings on the reactors in the hope that we could reduce the temperatures in the reactors and to get stabler rCB. That were the goal. More stable rCB, less energy consumption in the reactors. You see here on the left graph, that is real graphs from outside from the plant. You see that we tried lower temperatures in the reactor. The yellow, green, red lines here, these lines here, these are the temperatures in the different zones of the reactors. We tried to make them lower, but then the rCB quality became weaker. You see here on the green line underneath, you see the spikes that went down into the red, and these red spikes means out of spec rCB. And yellow is, it could be okay, but it's not safe.
We need to be in the green line for a stable rCB production. And you see that we needed high temperatures to be perfectly in spec, in the green area with the rCB. Now, after the summer break and the change of the isolation, you see that we were able to go down with the temperatures, which has a high effect on our energy consumption, and you can see that the rCB quality is extremely stable, even though we use now much less energy in the reactors. We don't have the final data yet, how much we are losing less. It's just since three weeks that we are running that way, but the first indications are perfect. Better than we all expected. The effects are right now, we increased our oil production from 25%. So before, from a tire, we got 25% of oil.
Now suddenly with the new setting and the new insulation, we reached 40% of oil out of a tire, which is a plus of 60%. And that is now since beginning of September. We are now up to four oil deliveries per week. Before the summer break, we had 2-3 oil deliveries per week, and that is a fact. Since beginning of September, we have really four oil deliveries per week, which is a real increase. But as you all know, the oil is not the most important part in our turnover, but it has an effect. We have, as a matter of fact, 8% less gas. We have approximately 2%- 5% less carbon because all that becomes oil. What is the effect on the business plan is that we will see now, but it should have good ones.
Soon we will have results on how much energy we save now. And of course, the softer rCB is better for the conveying systems, for the mill. The use in the mill is less. The maintenance cost will be lower. I can just tell you that before the summer break, we had holes in the tubing between the reactors and the mill and pelletizer every day. So every day, we had to repair a tube somewhere. Since the last three weeks, there was not one single problem in the tubing. We had nothing to repair. So that also shows that our maintenance cost will drop, but by how much, we can't tell it yet. But this all to show you that we are still getting better and better every month. Coming now to the most important part, the mill and pelletizer.
Again, I want to explain, we ordered this machine. We have a very strong contract with the supplier, and this contract guarantees us a throughput or an input capacity of 1,650 kilogram ThermoTireBlack, so our carbon black per hour. The supplier has now conducted his third improvement on the mill and pelletizer. The third improvement is still ongoing, so the building is done. They are now in the ramp-up phase, so we don't have the final numbers yet. Pyrum, we are the customer, so the only thing we can do right now is support with manpower. Which is, I can tell you, and I think everybody can understand, that is a very unpleasant situation for us because we are just sitting on the sideline and observing, and we are trying to help where we can.
That will be on the next slide, we also had an idea how we can improve it on our side and that I will explain you now. What we know for sure today is that the mill is able to produce stable at 2 tons per hour. That is much more than it needs to produce, and don't calculate now that maybe in the future, the plant could do more. No, the mill can do more, and that has the potential that in the future plans, we can go one size smaller in the mill and save investment, potentially.
We don't know that yet, but as said, it's the biggest mill and pelletizer for recovered carbon black worldwide, and we bought the biggest mill that existed on the market, and as we see now, the mill is not the issue, and the mill is even doing more than it needs to do. The pelletizer is also running stable at up to 1, 650 kilogram per hour, so the ordered volume. On these two sides, we are gathering more and more data. That is not the issue. The issue remains the dosing system between the mill and the pelletizer, but it has been improved. That's why I took the time to make that table down here to explain to you the phases that we had.
Phase number one was from January till April this year, where a lot of changes were done on the software, and the supplier made minor modifications on the dosing unit by adding vacuum tubes that had the idea to suck out the air quicker so that the freshly milled material sets quicker. That is the issue. Once the freshly milled material had enough time, approximately one hour, to settle down in the bunker, the pelletizer is running perfectly well. The problem is that we don't have this hour in between the mill and the pelletizer. The perfect solution would be, and that we know since months, would be to have two dosing system, one that is running, one that is resting, and after two hours, we switch between these two systems.
That would be the easiest way to do it, but it is also the most expensive way to do it, and it takes the longest time to get the equipment. It is not our choice because we are just a customer. The supplier decides what he does next to reach the guaranteed throughput, and we can just push them to do it as quick as he can. That modification is accomplished, and that brought us to a stable operation with 750 kilograms per hour, in April, May. Then we had two months of production, May and June, with two shift production from Monday to Friday with 750 kilograms per hour. That is accomplished and that produced several hundred tons of rCB that we could also sell. That is by far not what we planned.
In July and August, we had the first big modification by changing the transport system between the mill and pelletizer. The idea was here to add less air to the transport tank so that the material sets down quicker. That modification is accomplished. It took a little bit longer than expected, but all the works are done. Now, since 1st of September, we are in two shift operation together with the supplier to increase the capacity steadily. We will end this on the 1st of October 2026. That is what we said to the supplier. Why? Because we need to produce. We need to deliver to Schwalbe, Pirelli, and Continental. We cannot waste any more time doing test runs.
For the moment, the best capacity that we were able to achieve were 1,250 kilograms per hour, which is far better than before, but not yet the guaranteed volume. Now our plan is, and that is what I just told you before, that is what we have done on our side, is we are planning now to go from two shift operation to three shift operation, because if you cannot do more per hour, you need to work for more hours. Then you get also to the same result, but with higher costs. That would bring us 50% more production time by switching to a three-shift model. Then being under 1, 600 kilograms per hour will compensate with longer production hours.
Everybody should know, the second dosing system was already ordered in May this year because we said to the supplier, "You can do the modification over the summer, but what happens if that is not going to 1, 600 kilograms per hour?" We forced the supplier more or less to order on his costs a second dosing system, which he has done in May, and that will be delivered in November, end of November this year. Therefore we have here half star because it is already delivered, and it would be delivered end of November, beginning of December this year. This would then double the dosing speed that we have today or what we will have now on the 1st of October. The solutions are the following.
We had our plan A since the beginning was produce at 1, 600 kilogram per hour input, which was 1, 350 kilogram output. In two shifts, that is how the plant was permitted, that is written on our permit. That would lead to a realistic production of 14 hours per day and a realistic daily production of ThermoTireBlack of 19 tons per day. Our new plan A, which will come hopefully next year, is we produce at the highest rate possible in a three-shift model that would give us 20 production hours per day and up to 27 tons per day. That is future, don't count with it, but that could be our new plan A. From a legal perspective and from a permitting perspective, we are trying to get that permit now.
Our plan B, it's the most realistic one that we have right now, is at 1, 250 kilogram, which gives approximately 1 ton or ton kilogram of TTB per hour in a three-shift model, not in a two-shift model, 20 hours per day, which gives 20 ton. You can see that our initial plan A and the new plan B is very close. It's the same volume. What we have done until now was the plan C, which is 750 kilogram per hour, gives an output of 600 kilogram per hour in a two-shift model. It's 12 hours production. That's what we were realistically able to do, is only 7 tons per day. That was what we produced realistically in May and June this year, was roughly 6-7. We had also days with 8-9 tons per day, but that was the maximum.
The solution, what we apply now is solution 1, stop with plan C. We stop producing at low volumes and we stop modifications because as long as we constantly modify the mill and pelletizer, we cannot produce. We need to produce. That's why we said clearly to our mill and pelletizer supplier, 1st of October is finished. 1st of October, we start production with as much as possible. Solution 2 is plan B, and that is we are very lucky, and I want to thank at this moment our authorities here in Saarland. They were very helpful. They just gave us the permit in August to switch from two-shift operation to three-shift operation for a test period of two months.
If we are nice now, and if there are no complaints from the neighborhood, we hope that we can stay in 24 hours operation, which gives us, as said, 50% more production time per week. Now we have the permit, but for test period, as said, of two months. That is the best way to catch up now as much revenues as possible in 2026. Solution number 3 is our new plan A. If we reach the contract to a 1, 600 or 1, 650 kilogram, and if we're able to keep the three-shift model, and if the authorities are granting us that permit forever, we could catch up a lot in 2027. The question which will certainly come from many of you is, why did Pyrum correct the prognosis? Even though plan A and plan B are very close, the answer is easy.
The chance to be under our prognosis are much too high, and that is because by law, we have to say that. The permit to operate 24/6, so 24 hours, three-shift model for six days per week, not on Sundays, is only for two months. We aim to get the extension in turn forever, but that is not sure. We are trying to get it, but I cannot confirm that as of today. The three-shift model needs more staff, of course, so building up the staff will take a little while, but we are confident to be able to do that until end of the month. Thanks to the closing of Ford here in Saarland, there are a lot of staff available on the market, so we are confident to build up the three-shift model until end of the month.
Another thing that is clear, a three-shift model has more OpEx costs as it does the plant runs 24 hours instead of 16 hours per day to produce the same quantity. So of course, we get the volumes, we will be able to deliver the requested volumes to our customers, but the cost to produce the carbon black will be higher as long as the hourly throughput is not higher. I hope that this helps you a lot to understand better where we are with the mill and pelletizer. It took us quite a long time to get there, and I said, we as Pyrum, we cannot do more than now increase the throughput now the number of hours that we operate. From the plant side, we have our 20 plants in pipeline, 10 project have started.
We have potentially a new one starting very soon in Europe, but it is not signed yet, so I cannot tell you anything about it. We have two joint ventures now, in six countries. That is a graph most of you know already, and we have now the three plants also that have all the permits that are required, which is Perl-Besch, Czech Republic, and Greece. From the news of the project, that is where we are standing, and we have two very good news on that slide here. SUAS reTIRE, that is the plant in Czech Republic. The development is done, the planning is done, and for this plant, the execution has started. For the first time, we have sold a plant. For me, it is very important to say this right now. Since 18 years, I am doing this.
Since 18 years, I am living my life for Pyrum, and finally, we have sold our first plant. Not to nobody, it is one of the biggest energy producers in Czech Republic. So it is somebody who knows how to judge what they are doing. The sales contract is signed and the foundation work have started. Honestly speaking, we are very proud of that, and that is one of our key successes in the project. Thermo Lysi in Greece, we had, as Pyrum, the job to give in our final offer for the thermolysis part until end of August 2026, which we have done, and we know that also the shredder manufacturer, the mill and pelletizer manufacturer, and all the other suppliers locally for the concrete, for the foundation and all that, they had all to give in their offers until end of August 2026.
We got now the feedback from the customer on our offer with a long question list. Now the negotiation on the contract has started. The same was with SUAS reTIRE in Czech Republic. That is now a phase that will take two months, approximately, and hopefully at that end, we will have sold our second plant, and that would be two plants in one year, having zero in the 18 years before. If that is not a success, I do not know what it is. UNITANK, our engineering contract has started with UNITANK for the first plant in Emleben. There the planning has now officially started. With Pyrum GreenFactory II in Perl-Besch, I can tell you officially the following. We have the permit. We could start there tomorrow. We have a financing gap there. For that financing gap, we have asked the support of the Saarland, of our region.
Saarland has confirmed their support already last year in November, telling us that it will take not long time. It takes now a year already. We put a lot of pressure on the region now that we finally need now to close the financing gap and that everything is waiting for them. I just got the confirmation this morning that it is very important for them, that they want to do it as quick as possible, and that I can tell to the shareholders that before end of the year, they are done. Let us hope for the best.
It is politics, it is grants, it is so many people involved, but I can just tell you, I am confident that we have closed that finally before end of the year and that then we can start with full power there because a lot of long lead items have already been ordered, and they are almost there already. We can build quite quicker than anywhere else there. GreenTech Recycling Tires AB, and that is the next big news that we have today, is that they have received a grant of EUR 24 million. Like the Greek project, who has received last year EUR 29.4 million in grant, now the second big Pyrum building project has received a big European grant of EUR 24.5 million, it is even, I think. That shows now that Pyrum project have now received over EUR 50 million of European support to be built.
REMONDIS, we start the engineering there on a new site because there have been issues on the site that was being chosen before, but I am not going now on every project. These are the major project with the newest informations. Otherwise, would take much too long to present you everything. What happened on our oil side? We also have good news. The oil, as already explained before, we produce much more oil than before. The oil is mainly used by BASF for clothing, for door handles in Mercedes-Benz, for example, and this example we had already two years ago with the door handles of Mercedes made of our oil. That is exactly what is the End-of-Life Vehicles Regulation that came out this year all about. Use secondary raw materials made from waste to produce new cars with the best European quality that we know.
Mercedes was there long before time. What is new now is that our oil is also used by BASF and another company, to create synthetic rubber, and that rubber is already used by Schwalbe and by Pirelli. That is the new application for our oil. Our oil is also going into tires. Schwalbe is already using it, so it is already found in Schwalbe tires. As we speak, Pirelli has announced it. What happened on the ThermoTireBlack on our carbon side? You know Schwalbe is taking it already for bike tires. The Green Marathon was the first one, but today, 70% of all Schwalbe tires contain our recovered carbon black, and Continental is making forklift tires out of it.
What is brand new, and that was also a thing that took a lot of negotiation for a long time, is the Tyre-to-tyre initiative with Pirelli. We have signed now several contracts with Pirelli. Pirelli is delivering to us used tires from their facilities, and we are delivering recovered carbon black from Pyrum to Pirelli, and we are delivering oil to BASF. That goes then to Synthos, and then Pirelli gets synthetic rubber for their tires. That is brand new. It took more than a year to negotiate all that, and it was all signed in the last months, so a very big success. Now we can not only say that we work with Schwalbe and Continental, but also with Pirelli on a very close partnership. More and more big tire players are joining our Pyrum movement. Now I hand over to Kai for the finances.
Yeah. Good morning. Pascal, you have to do the slides, I think.
Sure. Ready.
We're starting with the revenues. Our revenues have grown by 37.6%. Parts of that, around EUR 1.3 million, was for the recycling plant operations, so selling of steel, carbon black, and oil. That used to be almost EUR 1 million the year before, and consulting has gone up from EUR 200,000 to EUR 350,000. In total, we are at EUR 1.7 million in revenues, but as explained, that is below what we have expected today. Next slide. Total output depends always on the projects. That means that material that we purchase for projects are taken into account in the cost of material, but on the other side, can be activated as onward capitalized. As the projects, let us say, in Czech has just started, the first effects will come in Q3 and Q4. We received a prepayment already by SUAS reTIRE. We will receive another one before the end of the year.
Parts have already been ordered, so our goal is to secure, let us say, at least 80% of the prices for the whole plant for SUAS reTIRE as soon as possible, that the transaction risk is dropping down. By ordering the reactors and the plant control system this year, this will be recognized then in the total output as we have cost against that. We come to the expenses for material. That corresponds to the slide before. Expenses for material went down because this is really the cost of the plant in Dillingen, as most of the projects just, let us say, started to have the possibility to order. This includes more or less all the materials, consumables that we needed in Dillingen. Personal expenses has risen by approximately 10.6%. We have hired, let us say, in medium from 39 people to 100.
We went up by seven people, so that is around 8%. We have some, let us say, inflation, of course, also on the salaries. In total, 10.6% increase. EBITDA, we are showing here adjusted figures that we compare, let us say, apples with apples. That means that we adjusted the figures by investment grants that were in the figures in 2025. We have not received investment grants in 2026. That came into account. EBITDA adjusted was almost the same level than the year before, and we expect that it is now going up, let us say, when the mill and pelletizer output is achieved. EBIT declined by 5.8%. It is expected now in a range between -EUR 10 million and -EUR 12.5 million . We had a big discussion yesterday with our auditor.
We went through all the assumptions and all the figures and did a final math because we were expecting that regarding, let's say, EBIT and total output, there is a chance to meet the figures. But we decided yesterday that it seems to be just the best case. We had a discussion with our lawyers and then we decided, okay, we have to announce, we have to do an ad hoc even so that we have the financial figures announcement today. That's just the law and we need to stay in it. On the next slide, you see our new forecast, and we had to reduce our revenue forecast to EUR 4.2 million to EUR 5.3 million. We took into account everything that we have achieved until yesterday.
We have, let's say, taken into account the production planning and everything that we did, we have in the books, and came to the conclusion that EUR 4.2 million up to EUR 5.3 million is a realistic scenario now. That also influences the total output. The total output will be better, let's say, than in the first half year as we now can order parts for the plant in Czech, but slightly reduction to EUR 11 million- EUR 14 million. So hopefully in line with the expectation before. But there is a chance if, let's say, the production of the rCB is not running up that quick, that we miss it. For the EBIT, then you can calculate down that that's also an effect. It's also that if we implement or when we implement the three shift model, the night shift, the cost will rise.
So we expect now -EUR 10 million to -EUR 12.5 million for the EBIT. We cannot say yet something on 2027. If, let's say, all the progress that we expect and all the plans for, let's say, getting better results in the plant of the mill and pelletizer until end of the year is, let's say, in place, then I would not expect that we need to change anything in the future indications. I hand back to Pascal.
Yes. I just need to turn on my camera again. So where are we? So highlights. So where we stand now, and that's something I want to summarize at the end before we start with questions now. We are at TRL 9 out of 9 level. That means that we have a bankable technology now that is proven by external authorities, and that has been proven again now by getting the financing in Czech Republic. In Czech Republic, the plant is financed, not 100%, but 70% financed by a very conservative Czech bank with an interest rate that is by far not venture. It's a real realistic and very good interest rate. So we manufacture one of the most important raw materials for the industry, and that's why we as Pyrum are becoming more and more relevant for politics, for the industry.
Raw materials are where closures of the street of farmers are getting more and more tricky and dangerous for our industry here in Europe. I see that really on the European focus and how many medias are coming to Pyrum in the last weeks. There is a lot on the media side that will be published in the next months. We are entering more and more in the focus view of politics. Our reactors run still on their own power. We have passed all the certificates that we need, so we each ISO VDA 6.3. We just passed this year here, which is new, the ISCC EU certificate, which now gives us also the possibility to use our oil not only in the chemical industry, but also on the fuel industry, in green jet fuels, green diesels, and all that stuff.
It is not sold yet to that market, but we are getting more and more requests. The problem is just that all our oil is already sold to BASF from the plant in Dillingen. We see here opportunities for the plant in Greece, for example, where oil could be sold even for higher prices to the fuel industry. We have our Fraunhofer LCA audit proving that we save 965 kilogram of CO2 per metric ton. We have long-term purchase agreements, so it is really not the issue to get the rCB or the TTB, ThermoTireBlack, I always forget our new brand name, to sell the carbon black. It is not a problem to sell the oil. What we just need is volume, volume, and we do our best every day to increase the volume.
On the oil side, we were quite good with the existing plan to increase now the oil volumes strongly, and now we need to prove the same for the recovered carbon black. Now we have received two fundings from the European Union, from the Innovation Fund and the EPA, EUR 29.4 million in Greece and EUR 24 million in Sweden. Next step, financing, banks meeting. We are with CBHH, that was published already some months ago. We are having a lot of discussion with banks and investors for the large view of Pyrum. To finance the 10 projects in the joint venture with UniPyrum, for example. To find partners here, for the big picture and for the future plans. Final line, of course, the financing in Perl. That is really on the desk now of Saarland, of our region here.
The recently increased press interest on Pyrum and new laws on the European Union and the fact that we also taking into consideration an End-of-Life Vehicles Regulation, all that is pushing now hard on the local politics to move things here forward before end of the year. TTB volumes, I explained to you how to get the rCB volumes up. First of October, we stop with testing here and we go in production 24/7 and 24/6, and we do our best to keep that up as long as the authorities will let us. Expansion, the construction Czech Republic has planned. It was really for me a nice experience two weeks ago to walk over the building site in Czech Republic and see how concrete was made, how tubes were put in the ground.
Yeah, we have even a live cam, so we can see how the works are going on there. Yeah, it is actually running. Greece we expect to be signed in 2026, so the offer is on the table. Negotiations are done now on the Greek side for the final prices. Kai has already explained. On the political side, the awareness has extremely risen. Circular Economy Action Plan is coming this year, and the Circular Economy Action Plan is taking now tires as a priority, which is really impressive that tires are suddenly a priority in the Circular Economy Action Plan. The Waste Shipment Regulation, which contains the first ban already that has started in May this year, is also something that we continue working on.
From the political side, I will not say that it will not get any better, but really we are exactly in the trend of the time and getting more and more support every week. Thank you very much for your attention, and I think now we have about 10 minutes left, or we can make a little longer maybe, but for some questions. Thank you.
Yes. Thank you very much. With that, we have stopped the recording of today's call, and we are among ourselves. Ladies and gentlemen, we are moving on to the Q&A session. We will now open the chat box for your questions, and please note that questions via audio line cannot be submitted today. We are going on. What will be the solution for the MAD in Perl-Besch?
For the MAD in Perl-Besch, it will be two silos. That is, in fact, what we know for sure is when the silo is full with freshly milled material, you let it rest for an hour, and then you can pelletize easily until the silo is empty. During that time, a second silo can be filled and rest, and then you can switch between the silos. The solution is very easy. The problem here in Dillingen is that the delivery time is seven months. This second dosing system, which has a bunker and a dozer, cost roughly EUR 600,000-EUR 700,000, and as in our case here in Dillingen, the supplier has to pay for it. They tried first everything else before investing that huge amount of money, but it looks like they have to invest it.
But for the plant in Perl-Besch and also for the plant in Czech Republic, there is this version in the contract, meaning to have two dosing systems and two bunkers that work one after the other. The solution is quite easy. Just in Dillingen, it is extremely hard to realize it quickly and for little money, and that is also, t here's a conflict of interest. For us, it doesn't matter how much it costs to modify as quick as possible. For the supplier, it does matter because he has to pay for it. But the solution for the future is clear.
Thank you. Will there be a three-shift model in Perl-Besch?
That is required. That is on the permit. In Perl-Besch, everything will be on a three-shift model. In Dillingen, as said, the planning initially was to operate the mill and pelletizer two-shift model, because the mill and pelletizer is more or less designed for a three-reactor line on 24/7 operation. So that's why it was not in the permit request. But we have really very good relationship to the Landesamt für Umwelt- und Arbeitsschutz. That's how it's called, LUA, here in Saarland, and they were so kind to give us now for a test period of two months, the three-shift operation, and they already said, "If nobody complains, we can prolong that." But as said, it's not a given.
Yes, and you need to remember that we are in a commercial area here, not in an industrial zone. So for the future plant, it's always expected that we apply for 24/6 operation and 24/7, of course, for the reactors. So this is basis for the next plans as well.
Thank you. What progress has been made on strategic financing measures? What are the options you are working on?
Okay. Let's say we had a very long process with CBHH, creating a big business plan for investor potentials that I can have modularized, that I can play with that. We negotiated a lot of NDAs during the last weeks, and the process to talk to these financial investors, let's say, just started. Yeah. It's-
Oh, we are open. We are open. In fact-
Yes.
Let's say we are getting now the first offers in what could be made. In fact, the idea was not to come ourself with one clear plan because that would put a lot of investors away. By seeing what are the possibilities, we have more possibilities to choose from. That is why we took a consultant like CBHH, who is very experienced in that area. Because at least from my perspective, I can build plans. I am not the specialist in building finances. I am learning a lot over the last years, but let specialists do what they are specialized in.
Thank you. Given the rapid expansions of Pyrum, is there a risk of a shortage of working capital?
First of all, we can just, let's say, build plans where we have, let's say, the equity form. If you have in mind that we have a pipeline of roughly 20 projects, that means EUR 600 million investment, EUR 200 million equity. Now it really depends, if we can build some of them our own, then we need a lot of capital. Of course, we will not start a project that is not possible to finance. With the partners, it's always in a way that we get prepayments, as in the Czech project, and that the prepayments are always sufficient for ordering the plant parts and to build a plant.
Yeah. We don't have to pre-finance anything in projects like in Czech Republic. Of course, we had to pre-finance our equity share that we brought into the project. But once that was paid in, now we get our down payments so that we don't need to pre-finance anything. Of course, if we don't have the money for the second, third, or fourth plant at this issue, for example, in the joint venture, we cannot make it, or we cannot participate in the percentage that we could. We are allowed to participate with up to 49%. It's not an obligation. It is an option that we have.
What about the technology of recycling GRP?
What is meant by GRP?
Could you please clarify this, Mr. Langen?
You mean Carbon-Reinforced Plastic, CRP, carbon, maybe. Maybe it is a misspelling, a C instead of a G. I do not know. Maybe it can be clarified.
Yes, we will.
If it's about the carbon fiber reinforced plastic, we have our test runs running. I said we are there on a lab scale or on a semi-industrial scale. As I know, we have applied for grants to plan a big plant. Honestly speaking, I would have to ask where we are standing there.
Okay. Thank you. Could you talk a bit more on the liquidity situation? Are you still in plan?
I need to say, on that part, we are not in plan, as we have expected more revenues, especially for Q3 now from rCB. We have relatively high burn rate still, with not sufficient revenues. That stresses, of course, also liquidity. So, as Pascal said, we have a plan against that we put in a three-shift model to mill and pelletize our, and find solutions also on that part.
Thank you very much. There are two questions regarding probably the same topic. What is the current status regarding the replacement of Reactor 1, and what is the status of the redesign of the new reactor for TAD1?
Yep. The status there is that the reactor as they exist today, TAD2 and TAD3, the new reactors do not fit in the tower without creating giant costs, which we cannot afford right now. They try to rebuild the existing TAD1 reactor with higher performance. I am waiting for the final offer for that. I have to say that a lot of our technicians are working on the mill and pelletizer to help as much as they can to ramp that up as quick as we can. It is also another thing, my grandfather always told me that customer is king, and we are having more and more customers, meaning the guys from Greece, our customer from Czech Republic. They are really pulling hard on our team to get the projects running quickly and in line. Always the projects of the customers have, sadly, priority.
If there is to save time on any project, it is always on our internal project, like replacement on TAD1. We are working on it. We are close to concluding it, but it is also helping our liquidity if it is made, but first it needs more liquidity.
Thank you very much. As we have received no further questions, we come to the end of today's earnings call of Pyrum. Thank you for joining and all your questions. Should further questions arrive at a later time, ladies and gentlemen, please feel free to contact investor relations. A big thank you also to you for your presentation and the time you took to answer the questions, Pascal and Kai.
Thank you.
I wish you all a successful day.
Sure.
With that, goodbye.
Bye.
Bye-bye.