Very welcome to all of you, very welcome as well for those who are following this through streaming or on the web. As you can see, we are going through a very pink period for the time being, with all the lights on green in the month of July, as well content-wise, as weather-wise, it was in Northern Europe, very good cinema weather and holiday period, of course, but that's, let's say, for the second half of the year and the year results. Today, we are talking about the half year results. If you ask me a reason as well to wear pink, because with the 95% of the visitors, we made 20% more revenue. We compare all the time to the 2019 results, since 2022 was still impacted in the first half in some countries by the pandemic as well, in terms of restrictions, as in terms of government grants. Reason why further in the presentation, we will have still, for the last time, I hope, the corrected EBITDA for 2022, excluding the COVID impacts. When we are talking about the 95% of the visitors, we are talking about a different group. In that sense, that the first half of 2019, we didn't have MJR on board. We didn't have Arcaplex on board, and as you know, since the beginning of the pandemic, we have been building five new builds, one in Canada, Tamarack, two in the Netherlands, two in France, and we acquired two cinemas, two in Canada. Sorry, in Spain, and two in France. Like for like, we are only making 75%, a bit less of the visitors, like for like, resulting already in a record high revenue and a record high result for the group. The reason why we are not at, let's say, the new normal point, is because Hollywood is not, is still confronted with less output than in 2019. It will be 2024, fundamentally, we don't believe that the strike will impact our industry, it might lead to some timing differences as such, meaning that some movies might be postponed, fundamentally, we will come back on that later on. We don't think that this is of any impact to the industry. As we explained before, and that's something that bit by bit becomes clear for more and more observers, is that it's clear that Hollywood has been taking chances on home entertainment and streaming during the pandemic. Since the failure of Black Widow, that grossed only $100 million in ideal circumstances, I mean by that, it was the Christmas holiday period, 2021, with the whole world in lockdown. They grossed $100 million. Barbie did already more than $2 billion year to date, and it's not at the end. Since then, Hollywood started again to green light more movies for the big screen, but between green lighting a movie and bringing it to the screen, it takes 2.5-3 years, and that's the reason why we are still building up. We see a 1-on-1 correlation with movie releases and the number of visitors that we get back compared to 2019. We are around 75% of the film releases, and we are at 75% of the visitors as well. One of the journalists asked me, "Are there consumers not coming any longer to the movies?" No, you know, every movie, every genre, goes to a certain customer group, and we have very soon The Nun II, and that's horror, as you know. Having one or three horror movies in a year, makes that the consumer comes one or two or three times, and that's what we are still witnessing today. The only thing I can tell you is that the result we made is with the bigger groups, with more overhead costs and with more rental to pay. I think from that point of view, I am as CEO, very excited about the potential in the future, because the additional contribution of the incremental visitors from now on is very important, and not for the agenda today, but the July results were fantastic. Coming back maybe on the H1 results, and I'm sorry, I didn't change the slide, but there you go. We see as well, and that's probably one of the last times that we will talk about it, the business plan helped us in a very important way to realize this result. And those entrepreneurship plans went on on two aspects of the business. In a goal to lower the break-even point, and we explained that the impact of the business plan on the EBITDA level was in the order of 29 million EUR. Essentially through more efficiency measures, so measures on headquarter levels, and we have several headquarters in all the countries of activity, where we did some optimizations and essentially investing in more experience and putting more CapEx into more experience. Essentially, we saw already in the pre-pandemic period that, together with the upcoming of streaming and broadband internet, but if you ask me as well, the fact that a 65-inch television set today is around 1,000 EUR. One of the impacts we saw that was that consumers coming to the movies expected more experience, but the willingness to pay for more experience is much higher. I can tell you, when I started 15 years ago as CEO, many friends told me, "Are you crazy? For half of the price of a ticket, I buy the DVD." Today, no one is making any comparison any longer with content value, because it's considered to be for free, because you have subscriptions, you have YouTube and so on, Instagram and so on. We discovered that the willingness to pay for more experience is higher than the willingness to pay for content. We saw already that our premium products just resulted in a higher price satisfaction than the standard products. One of the keys in the business plan and the Star plans was to invest in more capacity, because most of the, at that moment, known concepts were already rolled out in Europe. Investing in more capacity, adding a seat row of Cosy Seats, and we see today more demands. On 100 visitors you make, you have more demand for Cosy Seats. In a preparation of coming back to historic visitors, we, we will need to invest in more capacity. On the other hand, in Canada and the United States, we are rolling out the known concepts that we developed here in Europe. The Premiere Seats and the VIP Seats are based on the Cosy Seat concept. We are rolling out lasers as well, and I can tell you, very successful, with a lot of potential to grow and to... Many theaters don't have, today, as we speak, those premium products on offer, because we only started with testing them and by investing in it, after the pandemic. To give you one example, seat occupancy in the US for VIP Seats is around 50%, compared to 22% seat occupancy for regular seats. It's clear that we will go further on that path. In the meantime, within the Star plan, we invest as well in new products. The Movie Club, for instance, which is a subscription, but it's not an unlimited subscription. It's a subscription where you subscribe for one ticket a month. You get a 25% discount, results that I obtained yesterday in my mailbox, we are increasing visitor frequency for a group of people that came 7-8 times a month to the, to a year, to the theater, to 12. That's what we are working on and will continue to work on as such. All of this makes that we, compared to 2019, we make on average 30% more revenue per visitor. Of those 30%, only 1/3, only 10% can be explained by price increases to compensate inflation. If we compare this to other groups, we see that everyone compensated for inflation, but that the incremental growth is not that important, often because many of those groups didn't have the financial capacity to invest in more experience. That's essentially, let's say, the key message and why we are very excited about the first half, results and essentially, for the potential of it for the future. In terms of external expansion, we have been doing a bit. We grew the company with nine theaters since the beginning of the pandemic, since we had five new builds under construction, and we continued with that during the pandemic. We acquired two theaters in Spain, as you know. We were approached by a landlord that is the same as the landlord we have in Granada and who was, let's say, in a stress situation since, he wasn't paid by the former, operator. For us, for us, this is free M&A, and of course, we renegotiated the lease agreement to a much more variable rent that will make that in, you know, several market circumstances and circumstances of occupancy, we will make a return on investment. The two theaters we bought in France are from Pathé, and, yeah, you will need to ask Pathé why they sold, but it's clear for us that it's about making cash for them. We did a good deal, and that makes that we have a more important footprint in the catchment area where we are, and that we are in that zone, the only player for the time being. About investments and net financial debt, Jeroen will take you through that, but there as well, we see essentially that in terms of cash generation, that that follows the record high revenue and result. Our three strategic pillars, yes, that's what we are working on since 2008, and where our board of directors and many investors and analysts ask, "Is there still potential?" Yes, there is still potential since we invest in a lot of talented people, and I find it very exciting to find and to see that colleagues come all the time with new ideas. We will give you in the next slide, when we will talk about ESG, a couple of examples of things to come. Talking about experience, we made an agreement with IMAX, we will, for eight theaters, six new theaters that we will open in Europe and one in the U.S., and two upgrades to lasers in Canada. I would say this is, for us, an extra test case together with IMAX, with the plan, if this is successful, for more to come. I talked already before about the Premiere Seats and the VIP Seats. It's just another name for the same product, inspired on our Cosy Seats. It's a combination of recliners with cozies, and in a second, we have some footage of, of, of how it works, and so that will tell you more. Very successful, and the team there is waiting for a next round of CapEx that we will put in. You're talking about easily 25%-30%, even 35% return on investment. For us, obvious, and in a market where it's still a little bit unpredictable, where the visitor numbers will saturate, for us, let's say we call it internal expansion, and we think that it's today more obvious to invest in this than in external expansion, and that the return is even higher at a much lower risk profile. I explained to you before that in terms of business plan, that that is completely executed, is contributing to the results. The Star plan is a three-year plan, and we are on track for the first year on the incremental visitors expressed in EBITDA that we wanted to make. Here you see the team that. I'm really proud about this because we took over Belfort in the morning, and 5 P.M., the first Kinepolis visitors came in. A couple of colleagues here are from the HR department, so we took first care of the Pathé team, who are in the meantime, Kinepolis teams. On the other hand, ICT-wise, ticketing-wise, we needed to make the bridge in a couple of hours. We were successful. In Amnéville as well, we were very successful. It's all about people. This is part of our team. Here are the Premiere Seats. It's recliners combined with the approach of the Cosy Seats, but we do have some footage, so let's have a look. Only $3 more. Looks like a deal, ain't it? For those who follow us for a longer time already, saw that already 10 years ago, we did put our logo in green, calling it a Green Star, to distinguish all the investments we made in several initiatives to control and to lower the, the footprint, the carbon footprint of the company and our theaters. We took advantage of the period that we were unfortunately at home during the pandemic, to work on an ESG strategy that is more integrated. We announced already and we showed you what the main pillars will be on which we will work for the future. During the future, we are preparing in the meantime, that's the blue block on measuring and following up and all the reporting that we will require to follow up on the goals we have. We have been testing in the meantime, in the last year, with the rollout of more intelligent building management systems. It's in fact, a software that combines in a more performant way and based on your ticketing system, makes that you manage better the HVAC systems in your theaters, and the return looks very promising. We have theaters where we reduce by 50% our energy consumption. This is an initiative coming out of Spain. Since there we have Julián Barraza, who is an engineer and expert in this domain. He was responsible for experience in Spain. We appointed him as international efficiency engineer for the group to further roll out this on all our technical installations. More to come. He's a very creative engineer, so yeah, more to come there. Very high return again on investment, close to 30% as well. We upgraded in Europe 171 more xenon projectors to laser projectors. Essentially upgrades and new projectors. Those will be installed for the end of the year, and at the end of the year, we will be at a saturation point in terms of laser upgrades in Europe. We gave priority to Europe because of the much higher energy prices and the rise during the pandemic and after the pandemic, since the geopolitical situation around Ukraine. The next step is now the U.S. and Canada, and we will plan to go there for a laser upgrade in the next coming years, probably in the next three years, thinking about how fast we will convert. A key for us is again, after the, let's say the pandemic is, and one and a half year closure in many of our theaters, is in talent development, essentially. We are starting up again with our innovation lab. You know that every year we try to lower our break-even point by bringing those managers that are responsible for the same aspect of the business together and to benchmark, to exchange ideas. You know, product innovation often goes over departments, and that's why we created in the past an innovation lab, where you will have working groups with an idea, working on a concept, and that's what we are starting up again. Budget ownership is further cultivated, and we are adjusting a bit, more about that in a second, our incentive program. Talent factory and internal mobility remains very important. We did more of the 50% of the promotions and open positions were internal promotions, as well, on an executive level, we have Éric Meyniel, who promoted now to Chief Box Office, Sales and Marketing Officer for Europe, and coordinating as well, studio relations for the U.S. and Canada. In that way, Eric is taking over my direct reports, the country managers, box office sales and marketing I had in the several countries of and markets of activity. In Canada, the CFO promoted to country manager for Canada and the U.S., and we call him, his position to the outside world, President David Cohen, and he's a very successful internal promotion as well. As you know, every year we work, we do and organize a Employee Satisfaction Index and survey, and we have a very high score there. A very high score as well about the trust in the future of the company. I can tell you that, still growing up the business, that we are quite successful and attractive in the labor market, and we do as well on the level of students, as on the level of executives. We never had an issue to attract new employees and new colleagues. That's of course, to do with a sexy industry, but with a company that take cares of the talents as well. Budget ownership is evolving more and more to business ownership, so our former budget owners are incentivized, on a yearly basis, essentially on financial result and improvement. You get only 55% of your bonus based on this. 45% is based on customer satisfaction, people satisfaction, and now new, our ESG targets that needs to be on track, and this for each individual profit center department. 10% of our employees are budget owners, because we believe that in each of those domains, and in ESG as well, initiatives to make it live need to come from the floor, and that's what we are working on, and that is the approach. 111 theaters. When you will compare to 2019, you saw as well at the end of the year, 111 theaters. We closed down a couple of very small theaters, essentially in Canada. We talked about that. The new theaters that we have instead are bigger theaters, resulting as well in more screens, if you would compare. Here we see the results for 2022 compared to 2019, and here we integrated as well, the column with the H1 2022 corrected results. Those are the results, excluding the revenues and incremental costs that were linked to the pandemic. That's, that's mainly the recurring, taking into account the exceptionals of the COVID pandemic. Compared to 2019, which is the last year without any, let's say, a COVID impact, we see that today with 16.7 million visitors, compared to 17.7 million, we make EUR 285 million compared to EUR 238 million, and we see the impact on the Adjusted EBITDA, the recurring EBITDA, going from EUR 55.4 million to EUR 64.2 million. Again, we do have more overhead on board. We do have more theaters than in the H1 results. We have 19 theaters, more with each time their overhead structure, but their general operating expenses involved as well. This puts still some pressure in a comparable on the EBITDA generation, but that's something that will be resolved with the further development and recovery of visitor numbers. Again, we only make 75% on a comparable basis of visitors, which shows more the potential of the group than anything else. Jeroen will take you more into depth there. Visitor numbers, of course, different country by country, since H1 was still impacted. Since 2019 doesn't include the same number of visitors or theaters than 2023, you will see that the U.S. doesn't figure in the H1 2019 results. In countries like France, Canada, we and the Netherlands, we added new theaters. Then, of course, local content is into play as well in some markets, and is more successful in some markets than in others. Reason why some markets have recovered periodically better than others. The United States and Canada is more blockbuster-driven. There you see essentially in the last three months, a more important recovery than in European markets. Here you see, the revenue by country. There you see as well, the impact of what I just explained, and of, for instance, France, with two more theaters on board, representing 15.2 instead of 13.8%, and that goes up for the rest of the countries as well. Revenue by activity. There you see that, box office is today 53%, despite the 30% higher revenue per visitor. Used to be around 55%-56% pre-pandemic, so we see that growing proportionally more as well, since activities like business to business are almost in most of the countries at the revenue we realized pre-pandemic. Here you have an overview of the five top grossing movies for the first half, of which four were 3D. 3D, that is again, more successful since the upgrade to laser and the RealD glasses we use. The experience is much more better. You have less ghosting, as we call it. We see as well that customer satisfaction, that Net Promoter Score is higher. On the other hand, Hollywood adjusted because after Avatar one, all movies were rendered to 3D. That was the chicken with the golden eggs, and even movies that were 3D didn't add any value in terms of experience, were promoted in 3D. That's gone. Hollywood is more selective. We are as well. So you see that 3D is coming back, and will it again reach the points it had for Avatar one? I have my doubts there, but anyhow, it's growing again compared to before. You see that with five blockbusters, we made 36.3% of the tickets. In 2019, we were here closer to end of the 20s, 28%, 29%. So you see that with more movie lineup, that, let's say, non-blockbuster movies become more attractive as well, because you have more traffic in your theaters, and so that's something we expect to continue in the future. If you compare already to the 2022 result, you see that the top five movies, that the weight is a little bit lower as such. Cinema is experience, we have now some footage to show you how in different markets, we organize premieres and other events to promote these movies. Let's have a look. Before handing over to Jeroen, we'll take you in more detail through the financial results. Here, the lineup for 2023, needless to say that, at least for the month of July and August, this was and is very promising, very pink, so to speak, with Barbie on number one, followed by Oppenheimer. Two movies that we knew were coming, where we didn't see that number of visitors coming, to be honest. The rest of the year looks quite promising, of course, in the background of this, still a strike going on in Hollywood. Where we think that it won't affect us fundamentally, because the two subjects where it is about, one is about the talents that wants their share from the result of streaming. Streaming that is very popular, but that is struggling with profitability, and this won't help. Will be for the studios more in favor of, yeah, being more convinced about their comeback to the theatrical window. Artificial intelligence is going to lead to cost savings, but as well, to new technical possibilities. Summarizing my message and my- the color that I wanted to give to these presentations and presentation and H1 results. We do more or we make more revenue and more result than ever before, with on a comparable basis, only 75% of the visitors. Hollywood is on track in recovering in terms of visitors, and will come with a full lineup in 2024, where, again, the strike might lead to a timing difference, and some movies might be postponed. Although, insiders are telling us that they expect that the end of September or October, the strike would be resolved, and it would come to an agreement. We are, in the meantime, putting more and more capital at work in more premium products and premium capacity, because we see that consumer demand is high and still an important part is untapped, essentially in Canada and U.S. The last element, this company was, let's say, hit essentially through the pandemic in terms of solvency, because we needed to continue to amortize and depreciate our real estate portfolio without revenue. Let's say in a more virtual way, we were hit in terms of solvency. Today as well, there as well, Jeroen will explain that in more detail. We are recovering very fast. We expect very soon, probably next year, to be back and having the same firepower from a financial way, even without any capital increase, to continue with our expansion strategy. We didn't forget about that. As I explained, internal expansion for the time being is even more rewarding than external expansion. The market as well in the US, as in Europe, remains very fragmented, with a lot of owners waiting to sell their business. They were already waiting, and waiting for an exceptional year before the pandemic. They are now waiting until the business recovers and that they can get the maximum value out of their group or cinema. I guess that 2024 will be a year where more will happen. Again, we will see when it comes, and we will, just as before the pandemic, go for the right deals that add value for the group. Thank you. Jeroen, the floor is yours. Thank you, Eddy. Also, a warm welcome, a warm pink welcome from my side to all of you here in this beautiful theater in Brussels, and also online, welcome. Repeat a little bit on revenue. If we look versus 2019, we increased a lot with only 5% of visitors less versus 2022. I think the message there is that all revenue lines in all countries are up. Quite important, we see full recovery on each line. There's one exception that you will notice, and this is on sales and events, where in 2022, there was still some exceptional COVID support that was included in the figures. Taking that out, you will see all business lines, all countries up versus 2022. Very important message. The EBITDAL, the EBITDA margin, is closing close to 28% of turnover, where in 2019 we were at 23%, our baseline. If we look at the balance sheet, and especially if we're looking at debt positions, when we're looking at net financial debt, including lease liabilities, we see a nice decrease above EUR 10 million, excluding lease liabilities, minus EUR 1 million status quo. This all comes from the operations where a lot of the cash and the revenue is really converted in cash at bank, which we reinvest in expansions, internal expansions, a lot of maintenance CapEx, also external expansions. We paid in May, EUR 7 million dividend, EUR 0.20, EUR 0.26 a dividend gross. You notice that for all the expansions that we're doing, we're financing it from the operations from within. Secondly, the debt is financed about 2.8%. That's, that's quite low in these markets. If we will refinance, this will go up in the current market situation. We have about an average 2.8 years debt period coming up. All covenants were met in December. They were already met in June. The leverage went down to 3.2 versus the end of last year, 3.6. Solvency, we're above 15%. We are, but this was one of our main messages in the December results, that we would decrease debt, increase solvency, and return on assets. Also the ROCE, you can see an increase. We're above, we're in double-digit again, we're above 11%. The free cash flow, which is for us, quite an important one, excluding working capital, is, is the highest ever. We're close to EUR 80 million there, where in 2019 we were close to EUR 70 million. We talked about visitors per country. Here you can see the overview of revenue per country, comparing three periods. Important here is the US that joined since 2019. The spread and the risk spreading is quite clear here. Where Belgium is still the most important one, and but Canada following quite close. If you look at the details of the revenue, box office, 53% of revenue, we are close to 16% higher than 2019, again, with less visitors. If you look per visitors, that's a 3% up versus last year, or 26% in absolute EUR, to EUR 152 million. For ITS, it's even higher, the increase. We increased versus last year, per visitor, 6.5%. Part of that is inflation, but it's also looking for experienced people, trying to treat themselves. They buy more products, they buy more expensive products. Not all of this is inflation, it's really our retail products that are adjusted to the requirements of the people. 30, above 30% of our revenue, 30% up versus last year, versus 2019 36% up. Sales and events, like I said, there's an adjustment in 2022 there, of some COVID support that was in there. If taking that out, there would be a nice increase also there. Screen advertising, +30%, not at the level of 2019 yet, coming close. Still a little recover there versus 2019. Real estate, also not at the level of 2019. Close to it, 10% up versus versus last year. Brightfish, our Belgian Screen advertising and B2B vehicle. Yeah, we doubled versus last year. That's a very good result, not yet at the level of 2019. Also there, recovering. Still some potential, only 1% of our revenue. Then film distribution, close to 1% of our revenue. A little bit more releases this year versus last year, gives us a nice increase, 30% versus last year, and +50% versus 2019. Operating costs, as you see, there's an increase versus last year of 37%. The first line, marketing and sales expenses are volume driven, so they follow the volume of visitors. These expenses go up with EUR 3 million. Administrative expenses, this is mainly fixed expenses, overhead expenses, this is where the entrepreneurial plan plays a role. If you compare it to 2019, you see almost status quo with 1 extra country, with inflation behind it. We were able to absorb this, this additional country and the inflation and remain at EUR 14 million for a half a year. I would say business plan, as Eddy said, it will probably be the last time, but for us, it's quite an important result that we have delivered here. This brings us to EBITDA and EBITDA per country. As you will notice, it's a risk spreading over all these countries where Belgium is still quite important and the other countries are also quite good. Looking at the result of H1 2023 at EUR 82 million, this is EUR 4.88 per visitor. In 2022, corrected for the COVID-19, we are at EUR 4.13. Last year, in 2019, it was below two, four, so now at 4.88. Reverting the revenue into EBITDA, EBITDA, and cash, this is what you notice here. On EBITDA, it's the same message here, 3.83 per visitor in 2023 or EUR 64 million. In 2019, we had about EUR 55 million and EUR 3.14 per visitor. An impressive increase from 2019 to 2022 and from 2022 to 2023. Depreciations, amortizations, and provisions, a little decrease, EUR 40 million to EUR 39 million. This was a little bit announced that while we are catching up today in investments, the earlier investments are almost fully depreciated, so we see a little decrease in depreciation. This will normalize and stabilize in the future as we are investing quite significantly again, in all the different countries. Financial result. Important to note is that we, we did not increase in absolute EUR, a little bit in%. In the environment, in our environment of high interest rates, you don't notice it at our P&L. This is mainly the, the first line, you mentioned their interest expenses, because all debts that we have, 98% are fixed. If you look at financial charges, also there, we see a little decrease. It's a bit linked to what I said on depreciation. The, the line other is actually the finance cost per visitor. More visitors, more finance costs when they buy online, the, the, the finance cost there. A little increase on that one. All overall, our finance costs are, are good, under control, and not increasing, as we have fixed the interest rates. Taxes, okay, we pay more taxes than last year, and that's clear. Most of it is, is current tax. We also consume some deferred taxes, so that's also good. Last year, we still had to set up some deferred axes. Now, we're consuming them and coming to an effective tax rate, about 25% closer to the theoretical tax rate we have. That's also good under control. Leading to the graph from EBITDA to net result. EUR 82 million in the first half of 2023, taking off lease depreciation, financial result, taxes, we arrive at EUR 20.8 net result for the first half, or EUR 0.77 per share, which is a very nice increase. It's doubling versus last year. Looking at investments, we invested EUR 23 million in the first half, more than double than last year. External expansion was mainly the acquisition of Belfort in France and some follow-up acquisitions, ex CapEx of acquisitions we did last year. We did EUR 10 million on maintenance, EUR 5.5 million on internal expansions. We also compared them to the 2019 figures, as 2022 was still a starting point for investments. Cash flow statement, for me, always the most important slide. What you notice here, cash from operations, if we take them gross, so, without working cap or income tax, we have arrived at EUR 78.9 million, and this is an absolute record. In 2019, we were below 70. It was EUR 67.5 million. In 2018, we were at EUR 48 million. 48, 76, last year at 68, and now at EUR 76, EUR 78.9 million. An absolute record. Working capital plays a bit, that's why the net cash from operations is not a record, but we're close. We invested it in internal and external acquisitions, EUR 22 million, and then we paid back quite some lease and loans for a total amount of close to EUR 50 million, some treasury shares, some dividends paid. The net cash versus beginning of the year decreased EUR 22 million. This is the net debt position, of course. We also graphed this one on free cash flow, EUR 78, going down to EUR 22.3 million. Again, here, if you take out working capital, it would be a record. For instance, for the month of July, we already see that working capital is improving significantly. This slide provides this also in three periods, 2019, 2022, 2023. You can see the evolution there. We are on a very good track. Net financial debt, as I said in my introduction, a decrease, including lease minus 10, excluding lease minus EUR 1 billion. The leverage. We talked in the 2022 year results, we talked a lot about deleveraging. We talked about decreasing debt. You can notice it here. We give three definitions. The lowest one, on the lowest row one, you can see 3.2. This is the bank definition, 3.2 versus 3.6 end of last year. We still believe that we will easily meet below 3 by the end of the year. This is the maturity profile of our debt. This year we don't need to... We don't have any repayments left for 2023. That's all done. In 2024, January 24, EUR 80 million to be repaid. As, as we speak, we can finance this from own means, from current credit lines that we have. We are investigating what's the best mix to do. Shall we partially refinance it, yes or no? That's, that's an ongoing debate we have internally. We are quite strong on that one. An overview of the balance sheet. Not needed to go in detail, I think, but I think the most important one is the, the return on the capital employed on the asset side is, is, yeah, above, above 11%. The Solvency is increasing rapidly, above 15%. Cash conversion is, is, is key in our company, and we, we deliver on this one. Shareholding, no big changes here, as you notice. On the last slide, I already provide business update in, 26th of October, and the annual results, 22nd of February.