Ladies and gentlemen, welcome to the voestalpine AG Publications Full Year 2024-2025 Conference Call. I am Sandra, the course co-operator. I would like to remind you that all participants have been listened to only mode, and the conference is being recorded. The presentation will be followed by a Q&A session. You can register for questions at any time by pressing star and one on your telephone. For operator assistance, please press star and zero. The conference must not be recorded for publication or broadcast. At this time, it's my pleasure to hand over to Peter Fleischer. Please go ahead, sir. Good afternoon, ladies and gentlemen, and a warm welcome to today's results presentation of our business year 2024-2025. We've got the complete Management Board today available for the presentation. Ms. Richter and the gentlemen will give you an overview of what has happened in the last business year, but also on what the current situation is looking like, and also how we see the world today and what we expect for the near future. Afterwards, after the presentation, this will take around 30 minutes, I guess. We are very happy to answer your questions. Thank you very much from this side, and Gerald, please go ahead. Yeah, good afternoon, ladies and gentlemen. Please let me start with what makes voestalpine special. We are a global special metals, steel, and industrial group, and as you know, we can combine this steel and metal production with processing and engineering competence, and this in one hand. I think it's with this expertise we focus on innovative solutions that offer a competitive advantage to our customers, and this all makes us a leading partner for high-tech industries with relatively high entry barriers such as the aerospace, automotive industry, and also railway systems. We are a stock-listed company since 1995, and we are committed to value creation for our customers and shareholders. Let's come to the highlights of last business year. You know that we all are in a very challenging environment. Despite this environment, we achieved solid results. Where does this come from? Particularly from railway systems. It's running very good worldwide, good order intakes, long-term contracts. Also, aviation was very good, and high-bay warehouses is still growing business for us with very good results. On the other hand, we saw a haling demand in automotive components and also in mechanical engineering and construction, and this was the reason why we as a management, we clearly focus on free cash flow generation. The figures will be presented by Gerald Mayer afterwards. What's very important is that we have a stable low debt situation, and you know when you look at this automotive components, mechanical engineering, and construction market, it was necessary that we started reorganization projects in two divisions, in metal forming and in high-performance metals, and we are in the middle of the implementation of all the measures in this year that the results, the negative results last year. We have not forgotten of our growth project, so all these projects will be further developed in the course of this year and also the next years, and our greentec steel project is well on track, and we have one third, that means EUR 500 million of this EUR 1.5 billion already invested. What was the global environment we were in? Europe was our biggest market, was very weak, and especially Germany was in particularly what particularly hit very, very hard. In North America, positive development in the course of the year. At the end of the year, we see a reduced investment in the U.S. coming from the new policy of the president. In Asia, in China, we have a good industrial growth, I would say, in our activities. Also, we see and know, and I'm sure you are as well, that the real estate market in China is still very weak, and the problems there are not solved so far. In South America, Brazil, a growing market for us, but in the course of the year, after a good start, we see a certain slowdown in the course of the year, and coming from a higher competition from Chinese import, but more from higher interest rates. I said before we have not forgotten of our growth projects. I give you some examples. We have got good orders, long-term contracts with two manufacturers for the North America market. We have started the investment, and it's roughly EUR 70 million for that, and we think we can start with production in the next one and a half year. We have also moved or implemented production in the U.S. for high-bay warehouses. You know the demand is very high, so it is worth to invest in machines for this business, and also our production facility in Brazil after the big second step is now a third step in new facilities to be done. Also, when you look at railway infrastructure, a good example is that we have a joint venture in Egypt, and the first turnouts are delivered to the customers, the first of 260 turnouts for the next coming months and years. A fifth example is the expansion of our welding consumable, you know, a business which is very stable over years now, and we increased our capacity in India. Now I would hand over to my colleagues in the different divisions and start with the steel division. Yeah, good afternoon, ladies and gentlemen. My name is Hubert Zajicek, and I'm responsible for the voestalpine Steel Division within our group. Today I'm honored to talk about the development of this division of the past fiscal year. As we already heard, we experienced a lot of headwind and still having a lot of headwind in our market segments, but we could show a strong performance despite this fact. We saw weak demand from most of our customer segments like construction industry or mechanical engineering industry and white goods industry, but we also saw a stable demand from our automotive customers and also from the energy segment, the energy business. We could perform quite well because we are concentrating our strategy. We are concentrating on producing and delivering steel sheets and heavy plate and also cast iron in the highest quality segment, and that gives us some kind of a little bit of pricing power when it comes to our negotiations. In those two respective segments like automotive and energy business, we were able to gain additional orders because we are a very reliable partner, and we're also including in our supply the respective logistics or supply chain services. I do expect on this level we are facing right now a more or less stable development, so I can say that automotive is doing and forecasting quite well. Also, energy business is doing well. White goods industry is improving a little bit, but the other segments are staying at that level we are seeing right now, in my opinion. We are running our facilities here in Linz close to full load, so our utilization rate is very good, and that will stay that way until fall at least. I do expect a stable business year, actual business year, because we could manage to concentrate on our high-quality steel sheets and also the heavy plate segment, and the sheets for that are some kind of high-tech plates we are delivering to the energy business. Gerald Eibensteiner, I mentioned already, we are in the middle of our decarbonization project called greentec steel. We are erecting an electric arc furnace on this site here in Linz, and we are quite on track with this project budget-wise and also time-wise. We are very, very, very good on track. What I wanted to add is that we're not only concentrating on decarbonization, we're also investing and could finish some investments in quality. What is the modernization of our hot-dip galvanizing lines, for example, or our new cold rolling pickling tandem mill is online now, and that is very important when it comes to improving our quality. Yeah, that was it more or less in a nutshell how the voestalpine Steel Division was performing and a little bit of outlook. Thank you very much. Good afternoon, ladies and gentlemen. My name is Reinhard Nöbauer, and I will have the honor to walk you through the development of the high-performance metals division in the last business year. Overall, we faced a low demand and a low utilization of our steel plants. Regarding the business development, Tool Steel is mirroring the global economic environment that Herbert Eibensteiner presented. In Europe, we were confronted with a stagnating environment, especially in Germany, where we had decreasing demands. North America was starting quite well and was then very hesitant in investing, and this also was felt by our organization there. South America also started quite good and had a slow demand in the second half of the year. China, Asia was quite stable and quite positive due to the production of new energy vehicles and microelectronics, so we had good market opportunities and we could gain them. In the special materials market, we had a strong demand from the aerospace industry globally, and we could satisfy it quite well. We had a stable but lower demand in the energy sector. The current situation and the outlook is that we do not expect a major tailwind from the Tool Steel market. Therefore, we focus on efficiency programs and also realigning our strategy and approaching the markets. The tariff announcement will create additional uncertainties on the customer side, and this is what we have to tackle with. The aerospace industry, we see that the upward trend continues, and it's a quite good outlook for that industry. What is done in the strategic development, we had one big project and could successfully sell Buderus Edelstahl as per 31st of January this year. This was strengthening our overall product portfolio in the high-performance metals division. The other big project we started last year and implemented to a big degree was the reorganization of the company structure. This means we are increasing the resilience of our division and working on that with the concentration and the structuring of the sales organization, meaning that we are serving customer-specific industry segments. We are bundling logistic activities worldwide, and we are focusing on a production network to utilize our capacities in the melting plants in an optimum way. We also had to redesign our structure in terms of manpower, and we decreased the manpower year on year by close to 1,600 FTEs. A big part, 1,130, coming from the sale of Buderus Edelstahl, another 500 in the division where the main part was 250 in Austria in Kapfenberg, and the other 250 were widely spread over the network we have worldwide. For the upcoming year, we have scheduled another close to 300 FTEs we will dismiss due to the reorganization and to the resilience program we have initiated. Thank you. Good afternoon, ladies and gentlemen. My name is Franz Kainersdorfer, and I'm here to present to you the developments in the business year 2024-2025 of the Metal Engineering Division. As you know, we have two major areas within metal engineering, which is the railway systems segment and the industrial systems segment. In the last business year, we had a good market environment for railway infrastructure globally with good performance in railway infrastructure and with the railway systems. In comparison to that, within the industrial business segment, we also could see, especially because of the global setup, a good performance and a stable performance on the welding business segment. Differently to that, a first good quarter on the seamless tube side, but then a more deteriorating situation because of the upcoming elections in the U.S. and the uncertainty of the further market developments on the seamless tube side. As our wire business is very much related to the European market, and because of the very moderate situation of the European market, we could not really see any really good recovery in the wire business segment, even if we can say that in the second half year, the market stabilized, especially in the automotive segment, so that we could see a little bit of an improvement there. What's the current situation and the outlook regarding railway infrastructure? We are still very positive. Generally and globally, we have still very good demand from our various customers in the different market and customer segments which we are supplying. We will see a stable and good performance of railway infrastructure and the railway systems. Regarding the industrial business segment, I would assume that on the welding side, we prolong the actual stable situation, especially again because of the global setup of the welding business. With the seamless side, just because of also the last executive order of the U.S. administration from yesterday, we are in a little bit of uncertainty how the new tariffs and the increase from 25% - 50% will weigh on the tubular segment now, at least for the next three to four weeks. We will see how the negotiations between the U.S. and the European Union are going to develop, and the outcome of that, of course, will very much determine how the tubular segment will proceed further. On the wire business side, we will see to our expectation a little bit better performance because also of the big programs in Germany, but of course more in the second half of the business year than in the first half. On the strategic side, we are further developing our railway systems segment within the railway infrastructure business. We are focusing on a completion of all the components within the system. Actually, we more or less have everything in-house, and we are very much focusing further on the digitalization of our systems approach and also regarding the necessary but well on track implementation of artificial intelligence-supported diagnostic and monitoring systems, which will bring further good insight of the actual and maintenance demand of our systems towards our customers. You also know that with our steel production in Donawitz, we are undergoing in a comparable way, as Hubert Zajicek has just mentioned regarding the Fleischsteel division, that we are also undergoing this greentec steel transformation, and we are well on track too. The project is in good progress on time, and we are looking forward to ramp up the electric arc furnace facility in spring 2027. Thank you very much. Good afternoon. My name is Carola Richteiner. It's a pleasure to report about the Metal Forming Division. Let me talk and start with an update on the business development. I will also look into the current situation and will give you an update on the outlook. Let me do that business unit by business unit. If we start with automotive components, we still do see that Europe has not fully recovered to pre-COVID levels, and the domestic production is still on a low level. In China, we see the transformation to electric vehicles ongoing very strongly, but at the same time, we see that our customers, European OEMs, lose market share, which does have an effect on our business as well. Talking about the U.S., of course, there are tariff discussions ongoing, and for many of our customers, of course, it is an important decision whether they increase their local production in the U.S. Many of them are there already, but some have very large productions in Mexico still. Talking about tubes and sections, if I look at the last year, actually, we saw a relatively weak market in Europe in almost all segments, while all the other regions performed well, especially in North America. If you look at what's going on right now, we see a trend change. Europe is significantly recovering. We do see that already in our order books in the first numbers also of this year, while at the same time, North America gets a little bit weaker. Looking a bit into segments, we are sure that the rock bottom is reached for trucks and trailers. Actually, here we do see a very nice order intake with improvements, which is usually an early indicator for a positive outlook. Also stable order intakes for cabins, and here the segments are agro and construction. Also, good news here, we see some more activities coming out of Germany. Britain's construction remains weak this year, but we do see very positive order entry for photovoltaics and warehouses, which really stabilizes our business. The U.S. is just the opposite. This is now weaker, especially if you look at off-road vehicles and photovoltaics. South America performed well last year. Business is still solid, and we also stay optimistic for this year. In precision strip, we had a very weak last year, especially if we look at the economic situation. For example, the construction industry did not help us. If you look at our sales business, that was very weak. On top of that, some of our major customers faced tough competition in Europe out of Asia-Pacific. Now, what are we going to do on the strategic development side? Of course, the main topic for us was our reorganization of the automotive components business. We called this project Restart, and the target here was to improve by a high double-digit number in terms of EBIT. The main focus, and we already communicated that last year, was the reorganization of the German sites. Going from five to four sites, that did include press relocations, and we are still ongoing doing this. It also does include a site closure, which we have communicated as well. Birkenfeld discussions with the works council and unions went well. The same thing, we did a reorganization in Bettingen. We will not do any press parts there anymore. We will just focus on assemblies. There, we had fruitful discussions with works council and unions. With both together, we will reduce our headcount by 450 FTEs. If I look at Germany altogether, we will reduce, and actually starting from March 2024, from a level of 2,630, we will reduce our headcount to less than 2,000 within the project of Restart. Not only Europe and Germany is our focus. Also, we are focusing on improvement programs in our North American site in Cartersville, where we also reduced headcount already, and we are concentrating on the cost and efficiency program. Just to give you a little picture, while we were running our automotive components business with 5,600 FTEs altogether, we will do that in future with less than 4,000. All these measures are in implementation. We are exactly according to plan, and we do hope to already see improvements in our EBIT this year. Why is that? First of all, from the personnel reduction. Secondly, with the press relocations, we will be sure that we have the structure adapted to the lower levels of demand, especially in Germany. With that, I hand over to my colleague. Thank you, Carola. Yeah, my colleagues explained now what was really the challenges of last year that we were focusing on. From a numbers perspective, financial perspective, I would say the main impact we saw, for example, the disposal of Buderus Edelstahl's business was also that we, of course, focused on restructuring. We had impact here, which you will see shortly here in my presentation. Yeah, and of course, that we also focused, all of us, the six of us and the voestalpine team as a whole, in optimizing working capital and streamlining also capital expenditures. Let me translate now or summarize to you how the impact was here on our main KPIs. In terms of revenue, on my first slide here, you see that it was reduced. It came down from EUR 16.7 billion to EUR 15.7 billion, so minus EUR 1 billion roughly. 60% out of that is referring to lower prices and 40% to less shipments. Big impact there from lower prices. We saw reductions in revenue in all four divisions. Yeah, of course, this also translated into the development of our profitability in terms of EBITDA. We are down from EUR 1.7 billion to EUR 1.3 billion. Of course, there is a big impact in there from non-recurring items. I will talk about this then a little bit later on the next slide. One thing is interesting, and I would like to mention it here, that these lower sales prices I mentioned before were more or less compensated by also declining raw material prices and raw material costs. What was left was lower volume in particular there. As I mentioned, I will talk about the non-recurring items in a moment. In terms of EBIT, I have to mention here that we also got rid and cleared house and cleaned house in terms of goodwill. We impaired EUR 170 million, referring one part to automotive components. Carola was just talking about that. The other one to our high-performance metal division, where we impaired in total EUR 120 million. Between EBIT and profit before tax, of course, you see the financial result, which was exactly at the level of the prior year. I will also talk in some moments about our debt position and so on. Everything is stable there. Of course, what is interesting is that our tax rate, which is not mentioned here, is at 34%, and the expectation would be perhaps some 25% for an Austrian company, an Austrian headquartered group. The main reason is that the impairment of Goodwill, I was just talking before, are not tax-deductible. This brings up in both years, by the way, in 2023-2024 and 2024-2025, the tax rate, and this should normalize then next year. Last line here, earnings per share, last year EUR 0.60, this year EUR 0.90. If you compare that with our profit after tax, of course, you see that last year in the comparing period, the stake of minority was way higher than this year. Therefore, we saw an increase in earnings per share to EUR 0.90. I mentioned that I would talk about one-off effects in our balance sheet or in our P&L, and I would like to focus there on the second column here, EBIT. The reported number was EUR 455 million, and you see there that EUR 177 million of negative one-offs were included there. Roughly EUR 80 million are referring to the sale of Buderus Edelstahl, roughly EUR 80 million again to impairments of HPM production, Goodwill, cash-generating unit. We also had reorganization or restructuring expenses included there of EUR 16 million. Metal Forming Division reorganization or restructuring of automotive components business unit account for EUR 50 million of non-recurring items there, and impairment of automotive component Goodwill added up to EUR 39 million. There is something left, adding up to EUR 52 million, and you definitely have in mind that we were talking also last year about the valuation of our gas storage facility. This is included there with an amount of roughly EUR 45 million. If I would then talk about an adjusted EBIT number, instead of this EUR 455 million of reported EBIT, we would end up at EUR 770 million EBIT adjusted or EUR 1.5 billion EBITDA as adjusted EBITDA for voestalpine Group last year. I have prepared a bridge there. How do we come from EUR 1.7 billion to EUR 1.4 billion, EUR 1.3 billion once again there? You see in the first two columns, our gross margin is slightly up. There is one reason behind there that in particular in Steel Division, raw material prices compensated or more than compensated lower prices we got for our products. In terms of volume and mix, we see a minus of EUR 135 million here. It was not possible to compensate in full lower volumes with a higher margin mix, but yeah, we managed there to optimize at least and compensate it a little bit. Last but not least, Michelin is minus EUR 300 million. What is included there? First of all, there is included, of course, cost inflation, which was not able to compensate in full by continuous improvement programs, for example. Of course, there are also included some higher than in the comparing period non-recurring items, as I mentioned before, in particular the sale of Buderus Edelstahl, for example, and restructuring expenses as mentioned in the previous slide. I prepared a second bridge where you see the deviations for the respective divisions of voestalpine. You see in Steel Division, we performed even better than in the comparing period by EUR 60 million. Excellent performance there in a difficult environment and difficult year. I mentioned here once again lower volumes and prices, which were actually overcompensated by lower raw material prices, and the mix was definitely better, in particular heavy plate business, which supported there our performance. High-performance metal, EUR 100 million down compared to 2023-2024. Lower volumes, I would say, is in particular the main reason there. Prices a little bit, but in particular lower volume, non-recurring items in EBITDA, roughly in the same magnitude as in prior year. Metal Engineering Division, very strong performance, as my colleague Franz Kainersdorfer explained in railway systems. It was stable, in particular in welding, difficult environment, but also stable in wire, seamless tubes, definitely weaker after a record period in 2023-2024. Metal Forming Division is down by EUR 132 million. We talked about restructuring. We talked about the difficulties and the challenges we are facing in automotive components in particular. This is the main reason there why we are down. Tubes and section was also down, but on a very high level. In warehouse and rack, we are doing very good and very well. We saw an improvement there, which compensated again a part of this reduced result. Yeah, and this is how we end up at EUR 1.3 billion in EBITDA. In terms of free cash flow, I think we managed this part very well last year. You see cash flow from results is down. Of course, it is down like EBITDA is down, EBIT is down. One main target of all of us here in front of you was to improve on the one side working capital, on the other side streamlining investing activities, CapEx management. On both sides, I think the performance was really good. For example, in changes in working capital, plus EUR 300 million, this mainly refers to lower inventories. Of course, the question could be, and what is the effect of lower prices? Not even half of it comes from lower prices. It is lower volumes. It is real improvement there from where everyone contributed here on the table. We ended up in an operating cash flow at the level of the prior year, despite this lower profitability. Cash flow from investing activities at EUR 1.1 billion, my colleagues explained to you our main projects there with greentec steel, but it is also lower than I think than expected. As we also guided last during our Q3 call, it is still unchanged outlook for this year at EUR 1.150 billion or roughly at this magnitude is what we can explain or what we can expect from the year 2025-2026 in terms of investing activities. We ended up in a free cash flow of EUR 309 million after EUR 394 million prior year. My last slide simply gives you our status here financially. We have a very solid equity base, EUR 7.5 billion, fairly stable there. Equity ratio is 47%. Debt exactly at the same level as prior year, EUR 1,650 million after EUR 1,651 million is net debt. Gearing exactly at the same level of 22%. Also for you, there are no major redemptions, which we have to prepare now for this year, 2025, 2026, as EUR 1 billion were refinanced in prior year. There is a fairly stable year to be expected also from this perspective in 2025, 2026. I would like now to hand over to Herbert again for the outlook. Let me finish with the outlook. I think it's clear to everybody that we got a bit more uncertainty after the Liberation Day in the U.S. It's unchanged more or less, but as you know, the U.S. is not our only market in our worldwide business. I think you will get asked anyway, we try to calculate or forecast what 25% of these tariffs could affect voestalpine. We come to the conclusion that this is more or less a mid double-digit million EUR amount. When you ask me for the 50% tariffs when they last longer, I would say maybe we have an additional effect of lower demand from the U.S. because the economy will come down because the U.S. has to import at least a quarter of its demand in steel, 25 million tons. This would switch to paying not tariffs anymore, but to fight with underutilized activities at voestalpine, especially in tubulars or maybe in high-performance metals in Kapfenberg in the new plant. Maybe it is a bit higher, but there is no reason to change the forecast so far. I think the EU is negotiating, and we will see in a couple of weeks what is the outcome. The message is it is a manageable activity to handle 25% or even 50%. The market trends in general have not changed materially. Construction, mechanical engineering, consumer goods remain at the same level as Hubert mentioned before. We see here and there some improvements, especially coming from Germany. Automotive industry is also expected mostly stable on current levels also in the next months to come, knowing that Hubert Zajicek with his Steel Division has gained market share also in automotive. Railway systems will perform very well. Aerospace will perform very well. Also, warehouse business, where we are more or less fully booked for this year, will continue as expected. This leads to an EBITDA forecast in a range of EUR 1.4 billion-EUR 1.55 billion for this business year, 2025-2026. This was a brief presentation about our business year and the outlook, and we are happy to answer your questions. We will now begin the question and answer session. Anyone who wishes to ask a question may press star and one on the telephone. You will hear a tone to confirm that you have entered the queue. If you wish to remove yourself from the question queue, you may press star and two. Questioners on the phone are requested to disable the loudspeaker mode while asking a question. Anyone with a question may press star and one at this time. Our first question comes from Tristan Gresser from BNP Paribas. Please go ahead. Thank you for my questions. I have two, and I'm sorry, but it's a follow-up on U.S. tariffs. Could you share a little bit of what happened with your sales to the U.S. with the 25% tariffs put in place over the past couple of months? Have you been able to share the tariff cost with customer, or are you bearing the full cost? When we think about this 50% tariff, maybe I'm reading between the lines, but it would not be fair to just double it, if I understand you correctly. If they stay, the impact could be greater because you could actually lose orders and need to cut production. Is that fair? Absolutely. Yes, that's a very good summary. You know what we see when the U.S. imposed this tariff, this 25% tariff, that immediately the steel price was rising, so it was possible to import into the U.S. On the other hand, we've had a relatively high percentage of longer-term contracts where we have negotiated higher tariffs in this contract so we can hand it on to the customers. You know this 50 double-digit figure is there will be some tariffs remaining for voestalpine. This was the idea behind this figure. This is the right conclusion from you that you cannot double the effect of 25%. There will be some products which are not produced in the U.S. that we can hand on these tariffs. There are some products we cannot, and this would lead to reduced orders coming from the U.S. because when you look at seamless tubes, OCTG tubes with these higher prices, I'm not even sure that the recounts will stay on the same level with this lower price. I think there will be a reduction in demand in the U.S. as well. This is an effect which is for sure in our books, but not one to one because we have to, it's tariffs will move to underutilized costs in our books. I hope it's clear what I mean with this explanation. No, it's very clear. Thank you for that. My second question is more on European trade policy. I think in your comments, you mentioned a potential, what you're looking for is an extension of the free allocation path 2034. It doesn't look like it is part of the Steel Action Plan, or is it something that the European Commission is actually considering? Could you confirm is that your position and what you're trying to get heard with the Commission, or is it actually, you think, something that the Commission is evaluating as part of the Steel Action Plan? Yeah, I'll leave it there. I think we are lobbying for that because we are of the opinion that we invest in CO2 reduction and why we are spending a lot of money. There is, at the same time, a reduction in free allocation. That means we would lose additional money at the wrong time. I think more politicians are considering that, but I'm not sure that we succeed finally. I think there are a couple of other issues we should look at. It's also the safeguard measures, the new safeguard measures will be implemented next year, which are positive, I would say, for our industry. I think we have not finally discussed CBAM because I think the Commission is well aware that we have no solution for exports. So I think there are a couple of positive things in this clean industrial deal, but I'm sure that we wouldn't get or we won't get everything we want to have. Do you think the new safeguards could come already in 2025, or do you think we'll have to wait 2026? Yeah, normally I would say it's 2026. But when there is no final conclusion on tariffs in the course of the next months, I think that the EU has something to do to prevent, how should I say, more imports into the EU coming from other countries. They are not delivered, they cannot deliver goods to the U.S. I think maybe this is an intermediate activity, but for sure the EU has then looked at the European border to protect our industry. Okay, thank you very much. The next question comes from Bastian Synagowitz from Deutsche Bank. Please go ahead. Yes, good afternoon all, and thanks for taking my questions. My first one is actually just on the steel cycle and actually the price cycle specifically. I appreciate that's probably a difficult question to answer given, I guess, all of the moving parts out there. I was wondering, what is your base case scenario for the steel price cycle from between now and the end of the year? Prices obviously have been very strong in the first half so far, but have been obviously fading a little bit in the last couple of weeks. I guess now we have a bit more uncertainty here from, I guess, the higher U.S. tariffs and possible flowback of materials over to Europe. There's also weaker seasonality. Is there any rationale, which I guess tells you here is a certain floor for steel prices? That is my first question. Maybe if you could help us with your views. Yeah, thank you very much for your question. You're right, there's a lot of uncertainty around now, just having been talking about the tariff situation. What we think and what we expect is that there will be not a lot of movement in the steel prices. What we, on the one hand, we have is that we have a good portion of yearly contracts. We saw that when we negotiated the yearly contracts, they were at that level we estimated. There was not a big change. Depends on when you negotiate that because the time of the yearly contract is not all of the contracts are starting in January, but some in April, in July, and in October, for example. The first negotiations we had do reflect more or less what the MEPs or other institutions are saying. During the summer, we see the upturn we saw in the first couple of months in this calendar year was good, and more or less that is what the predictions were saying. We see now that a slight upturn came to hold, more or less. During the summer, we expect steel prices at that level. That will not much change till the end of our fiscal year. More or less, we do not expect rising steel prices. We see some differences when we negotiate the yearly contracts or half-yearly contracts. We also have quarterly contracts. We hardly have spot business. What we do see, for example, in the quarterly contracts, there was a bit of movement in the better direction for us in the now running quarter. We see for the next quarter, more or less stable prices when it comes to quarterly perspective. We see a slight increase. We expect a slight increase again when it comes to fall. Over the year, more or less with some ups and downs, we see a more or less stable or we expect a stable price level for steel products. Okay, understood. My next question is on metal engineering. Here, I'm wondering whether maybe you could share with us the profit contribution from the railways business to the division, which you've not been, from my understanding, carving out for some time. Maybe if you could provide a bit more color how actually the earnings number splits between particularly railways and the others, I guess seamless is probably not doing as well at the moment. I would say what I can share with you, you know that we do not publish business unit numbers there in principle, but railway systems is roughly or more than, let's say, 50% of the volume of our overall business in terms of revenues in this group. In terms of profitability, it also outperforms also in terms of the margin. It outperforms more or less the rest of the division. This is what I can share with you here. Okay, okay. Thank you. Then the last question, again, probably one for you again, Mr. Mayer. Just on the CapEx side, we've come in well below your earlier guidance, not just this year, I guess, also in the previous year. I'm wondering how much of the EUR 1.15 billion CapEx number you're guiding for is for decarbonization. Where have you cut versus the, I would say, the earlier communicated soft guidance? I think it was roughly EUR 1.2 billion, which you mentioned before for 2026. Where have you cut back? I know we obviously just started 2026, but maybe you could also give us a working assumption for 2027 and 2028 just in the context of decarbonization and what you still have to spend there. Yeah, Guillaume. First of all, unchanged total number of EUR 1.5 billion in terms of CapEx, one-third is done. In terms of capital, in terms of cash flow of investing activities, we are between, I would say, 25%-30% through roughly. What we expect as being part of this EUR 1.15 billion, I guided in my presentation, I would say roughly EUR 350 million should be CapEx for this year. In terms of guidance for the periods coming, it is our clear target not to exceed EUR 1.15 billion. We want to stay there and not exceed this number also in the periods to come. As I just mentioned, that roughly 25%-30% is done already in terms of cash out, I expect another 25%-30% to be done this year. You can calculate what is left from this EUR 1.5 billion. The decision how we continue with our upcoming projects has to be done in the next period. We are not in a stressed situation there. Understood. If we work that back, obviously, if we take the EUR 350 million away from the EUR 1.15 billion, which you said you are not going to exceed, are you running the rest pretty much at maintenance level, or is there still bits and pieces for some strategic investments? I guess you mentioned the truck plant, you mentioned investments into warehousing. My impression is you are actually still investing basically into quality and growth despite having cut back, but maybe you could just talk about that. Yeah, there is still CapEx remaining for profitable growth in our downstream business. I think you know, that is, how should I say, it is not so CapEx heavy than steel industry. I think there is also room to one or the other additional capital expenditure for growth as well. Okay, understood. Thanks for taking my questions. As a reminder, if you wish to register for a question, please press star followed by one. The next question comes from Christian Obst from Baader Bank. Please go ahead. Yes, good afternoon. First question is concerning administrative expenses. Over the last four years almost, you increased sales by approximately 6%, while the administrative expenses increased by 30%, and again, 8% this year reaching more than EUR 900 million. Can you give us some kind of an explanation why this is the case, and how do you expect the development going forward? This is the first question, and I'll take them one by one. Yeah, Christian, just one thing from my side there. In terms of sales, we also include, of course, logistics. Logistics, there are two elements. The one is the volume, which was down; prices were up. This is the case. In addition, we have, of course, sales. We have personal expenses in there, which are normally inflated as the rest of our gang. In terms of administrative expenses, you are right. This is, in particular, if you compare them with these sales expenses, they are up, but this also includes, for example, some part of our restructuring expenses. This is the main reason why we are up there. A second part is simply IT costs. In terms of cybersecurity, in terms of SAP HANA investments, this is also part of administrative expenses. This is the reason we invested quite heavily in this part. This is why this is up. It's not that we build up, let's say, a big headquarter here, and as we say, so it is definitely a project behind that and good reasons. Okay. Is there any idea that we are going down to some kind of a, I would say, close to sales increase or even lower? I would say we will continue definitely to invest in SAP transformation as for HANA is everyone has to do that. We have some divisions which are focusing on that more in the upcoming period, like metal forming periods. On the other side, I would say it's fair to assume that we do not expect additional restructuring expenses, which will be a burden on admin expenses like it was last year. Of course, they will come down. Yeah. Also Also for you, roughly EUR 20 million were part of simply restructuring was part of admin last year. This goes directly to my next question. There is the idea to go for metal forming down to less than 4,000 FTEs and also to reduce the FTEs in HBM. Do we or should we expect any kind of additional restructuring cost in the current business year or not? If I understood you right, you said there is nothing to come. Maybe to comment on the headcount number, this number I mentioned, 4,000 is for the automotive components, which is just one part. Altogether, the division is larger. On the restructuring side, as I mentioned, the automotive components restart project is the major restructuring project. All the other parts of the division are performing much better. Warehouse and Rack, we heard very, very well. The number we are planning for this coming year is only EUR 20 million for still the automotive restructuring part. Still has to do with the press relocations, but that should be it. After that, we assume that automotive components is ready for a profitable future. Okay. For the entire group, this also means that we do not expect or do not have to expect any further meaningful restructuring costs. This is in principle correct, yeah. This is as of today, our view. When it comes, the next question is concerning inventories. Very impressive to wind down inventories and increase working capital or increase the cap release from working capital. We are now at well below 30%, if I understood it right, the first time since 2019. Are there any special items in there from the investment from Buderus maybe? What should we expect going forward? If there's some increase in activity, should we then expect also a meaningful increase in working capital again, or is that kind of level something you can deal with also in the coming quarters and even years? Let me answer and take this question as well. For us, we managed to reduce working capital by roughly EUR 400 million last year. Out of that, and this was your one-off question, the Buderus sale contributed to that by roughly EUR 50 million. If we exclude that, EUR 350 million is roughly left in terms of reduction of inventories. Out of that, roughly EUR 200 million, once again, we're referring to volume decreases, and the rest was referring to lower prices. In a stable environment, what I would expect, again, deductions and reductions in terms of inventory mainly coming from restructuring optimization programs in HBM division, where we have really a tough project up and running and implemented. We expect further reductions there also for the coming period. This is mainly it, I would say. Let's assume. We came down last year from EUR 2.7 billion roughly to EUR 2.34 billion all in all in terms of working capital. There is still room to improve, in particular coming from HBM and some minor stuff from the other divisions. We are focusing on that, all of us. Yeah, of course. One can see that. The last question is concerning capital employed. The interesting part here is it went down magnificently over the last years, - 40% over the last four years or five years approximately. I do not find a number, and especially I do not find a number per segment in the entire report. This is interesting because it is also part of the management remuneration. Why do you not show the capital employed and the development of the capital employed in your report? I think it should be somewhere at least. The main impact, there is one main impact also, is, of course, also what we saw in the last year. We sold Buderus. Secondly, we had to impair in the last three, four years quite significant goodwills. Of course, our working capital improvements also show improvements there. Therefore, we had roughly EUR 10 billion. Yeah, this is true. Yeah. Part Yeah. Part of our, again, okay. It would be interesting also for someone from the outside looking at these. You gave them, I think, some years ago, it was in the report, also the capital employed by segments and the development there. Now I searched it, but I have not found even the entire number for the group. This is just a reminder, something like that. We will consider that. Okay. Thank you very much and all the best. Ladies and gentlemen, that was the last question. I would now like to turn the conference back over to Peter Fleischer for any closing remarks. Thank you very much for your attention, and thank you very much for the interesting discussion. If there are any questions left, please feel free to give Peter, Gerald, or myself a call. Management team will be on roadshow now for the next two weeks, so maybe we can meet each other in person as well. As mentioned, if there are any questions left, please feel free to drop us a line. Thank you very much. Thank you. Bye-bye. Ladies and gentlemen, the conference is now over. Thank you for choosing voestalpine, and thank you for participating in the conference. You may now disconnect the lines. Goodbye.